A lesson by Hannah Leske.
FARFETCH is a global technology platform that connects creators, curators, and consumers of high-end fashion. Launched in 2008, FARFETCH has been at the forefront of the luxury industry’s shift towards ecommerce. Whether it’s a Gucci bag or Prada suit, FARFETCH aims to find and deliver these items, wherever the customer may be. The FARFETCH marketplace has more than 1,350 brands and luxury retailers on its platform and ships to customers across more than 190 countries.
Given the company’s global reach and customer focus, localization plays a vital role in its operations. Nimdzi spoke with Alex Katsambas, Head of Linguistic Services at FARFETCH, to gain some insight into the company’s localization strategy and processes.
An inherent appreciation of the value of localization: with a CEO and key stakeholders who applaud localization, the team doesn’t need to fight for buy-in or support.
Strategically selected job titles: FARFETCH’s experts are responsible for so much more than translating content, and job titles were carefully chosen to reflect that.
External support from an expert team of ‘permalancers’, freelancers, and a Language Services Provider (LSP) helps the team manage their fluctuating workload.
An optimistic but cautious approach to machine translation (MT): the team is currently assessing how MT might be incorporated to assist them in the future.
Quality, quality, quality — it seems we’re always talking about quality in the localization industry, and rightfully so.
We’ve already seen that there are a number of different ways of setting up a language team. It’s rare nowadays to find enterprises opting for a fully in-house translation team, and companies typically go with either a hybrid model with some in-house language capabilities or simply forgo internal language resources altogether.
Nimdzi Co-Founder Tucker Johnson interviewed Miguel Sepulveda, Globalization Manager at King, author of the blog @Yolocalizo and researcher at Nimdzi Insights, on the topic of localization ROI.