Our Analysts' Insights

While the goal for project management has long been full automation (“lights-out”), few organizations achieve it – not for translation nor interpreting services, neither at LSPs nor enterprises. Many teams have tools and processes in place to enable touch-free workflows, yet our research demonstrates a huge gap between “we have the system” and “we are using it.” While some organizations use lights-out processes for a vast amount of translation work – even most of their projects – genera...

When competing with large language service providers, small and mid-sized LSPs can feel at a disadvantage when it comes to securing or safeguarding revenue. However, it does not have to be that way. It is not always about size when presenting your company as a successful match for buyers’ needs.

“Digital transformation” has become an inescapable buzzword. The COVID-19 pandemic sped up the shift to everything digital – even for predominantly paper-based language service providers. However, what LSPs call digital transformation (DX) ranges from eliminating every scrap of paper in their business to reinventing their whole business model. As a result, providers are all on a different step in their journey.

Over the last 10 days CSA Research conducted several online group meetings with its various Leadership Councils and LSP research members, mainly CEOs of LSPs of all sizes. This executive brief summarizes and reports the themes, topics, and questions shared by members during these sessions. We arranged their input in four groups: Uncertainty, Business Planning, Operations, and The View Ahead.

Despite the reluctance of some executives to hire and train more salespeople, growth for language service providers is closely tied to developing a high performing sales function.

From their earliest stages, LSPs face the question of whether to build or buy the software on which they run their business. Triggers can include the need for differentiation, the need to tailor work processes for different customers and job types, or the requirement to stitch together disparate systems for monitoring and reporting. The question of when to begin proprietary development is important because if they wait too long, they may miss growth opportunities. But jumping too soon can result...

Finding, qualifying, and testing translators and interpreters represents a sizable investment for most language service providers (LSPs). That challenge is even greater for the fast-growing ones, any venturing into new markets, and those starting new service lines. For most LSPs, that means adding or enhancing the vendor management function to locate, vet, and retain linguists and other specialists. Providers typically introduce vendor manager positions by Stage 2 of the LSP Metrix, CSA Research...

In our recent research on quoting practices at LSPs, we found two recurring themes: 1) the increasing price pressure caused by clients driving the race to the bottom (see our recent blog post on that topic); and 2) the drastic reduction in timelines to conduct projects. In this post, we’ll explore this second issue.

In their search for the best possible deal, prospects and clients put tremendous pressure on language service providers to reduce their prices. In our recent series of interviews on quoting, we inquired how LSPs decide when to cave in and offer a big discount – or simply walk away from the deal. It’s no easy decision. Not all buyer demands should result in discounts. But holding the line on pricing is a tough gamble because clients or prospects may actually try a new provider. They will come b...