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Case Study On A UAE-Based Translation Business

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Question:

Write a Case Study on a UAE-based translation business called "Tarjama".
 
 

Answer:

Introduction

Tarjama, headquartered in Abu Dhabi, was formed in the year 2008 to meet every possible content and translation needs of people by operating with a broad network of editors, linguists, and translators around the world. In other words, it aims to bring talent carrying powerful experiences to create, edit written texts, and translate the same. Moreover, because the prevalence of online Arabic content has come out to be minimal and poor, the company has assisted in offering a valuable solution to such problem by providing a one-stop experience for the linguistic requests of people (Tarjama, 2017). Furthermore, the primary focus of Tarjama is to bring talent carrying powerful experiences to transform, create, and edit written text. Since the requirement of translation is immense across all sectors of the economy, the company assists in providing language solutions through Arabic or English translations around many sectors including financial, legal, and medical, etc.

 

Changes that can be expected

Tarjama intends to establish a parallel economy by creating several jobs that have a direct influence on women income. In simple words, the company is playing a key role in not only establishing economic value but also social value. Moreover, it believes that education and empowerment of women become the key initiatives that ultimately results in economic growth and sustainability of the entire region (Svejenova et. al, 2010). Furthermore, the problem of gender paradox prevailing in the Arab economy also creates many problems while offering jobs to specifical men. Therefore, the company also focuses on removing such paradox by offering more and more jobs to women, training them, and empowering them as a whole. In addition, it also seeks to meet the planes of language and thought in order to enhance the art of written expression (Bieger & Beritelli, 2013). This is because it believes that no particular invention can have the propelled humanity as is possessed by the spoken word. Such spoken word is at the heart of businesses, families, and human relationship, thereby standing to inform, inspire, and innovate. Moreover, the tourism of Dubai plays a key role in creating several opportunities for the entire world to discover the rich offerings and warm hospitality provided by it. Therefore, as a result of the company’s activities, it desires to be capable enough to reach out to the world with its documents being translated in a very intriguing and captivating way (Tarjama, 2017). The company desires to be recommended for the quality of its Arabic and English translation from each one of its clients so that admiration and respect for the power of the spoken word are being taken into due consideration. Similarly, since Arabic prevails at the heart of everything done by the people of Middle East, the company plays a key role in not only sharing the passion for languages of these people, but also intends to craft quality content that can not only reflect but also reach them in the Middle-East and beyond (Jeanny, 2010).

Business Model

The business model of Tarjama utilizes a special strategy in order to make sure that it can adhere to the highest translation standards while meeting its key development objectives. The company believes that empowerment of women and education is the prime factors that can result in its efficient economic growth and sustainability (Tarjama, 2017). This involves working with different types of development organizations and universities in order to hire, train, outreach, motivate, and promote women who could not have been able to pursue a job after all. Thus, this has facilitated in not only the employment of the biggest network of Arabic-speaking female translators around the entire world but also has assured that such women possess effective marketable and revenue-generating skills, irrespective of whatever path pursued by them. In this way, the company directly addresses the gender paradox prevailing in most of the countries. Moreover, this is very special to the company because the region of Arab is known as a place wherein highly educated women reside, but such women fail to engage in any kind of workforce, thereby making the region lag behind the rest (Baden & Morgan, 2010). At present, the number of trained women employed by the company on a freelance basis stands at 100, while the number of women in the Arab region trained by the company on translational skills stands at 200. Every woman engaged in the workforce are hired in distinct time zones and on several shifts in order to make sure that the company pursues a potential to respond to the request of its clients whenever it procures them. The business model of Tarjama makes it clear that in order to complete with the current international market, it is very relevant to transcend geographical boundaries and reposition the company’s product and services into various cultural perspectives (Massa & Tucci, 2014). In addition, the business model of Tarjama assures consistency, integrity, and harmony in all every language and material by marrying creative human translation to the state-of-art tools and translation memory software (Chesbrough, 2014). With the primary focus on addressing gender paradox, the company does not deviate from focusing on procuring the trust of its clients that is the bedrock of its business. Nevertheless, the company assures that it has earned this trust by bringing the largest possible scale of accuracy and effectiveness to cognitive expression through a multitude of several human languages (Laniado, 2013).

 

Financial model

Tarjama being in an early stage startup believes that raising of funds is a dangerous time suck because every single moment expanded with the investors can be alternatively utilized to offer the best quality services to clients. In order to maintain excellence, Tarjama intends to procure the finest group of editors, translators, and interpreters from all around the Middle East (Tarjama, 2017). However, it does not have any investors who can contribute towards such objective. In other words, the company operates through a self-funding financial model wherein it invests capital in order to assist the up-front development of the online website and facility, with anticipations of earning future income from the cash flows attained from the different kinds of service provided. This means that the major source of revenue of the company does not come from traditional channels like mail-in and over-the-counter, but is generated through access fees for premium or enhanced translation or other online services (Holcombe, 2012). Therefore, due to the provision of several online services, the number of transactions depicts a bigger figure each year, thereby generating relevant savings of cost and operational effectiveness, even without the risk of traditional investment of capital. Moreover, since Tarjama employs over 40 linguists and translation specialists across the entire region of Middle East, a number of resources to be contributed is not very huge. The company believes that bootstrapping is the best thing a young startup can proceed with, because hundreds of clients pay a monthly subscription for the services procured by them, thereby enhancing the revenues month-by-month and generating a significant flow of cash to pay the CEO, 40 full-time staff, and 200 freelance staff as well. However, in order to train a larger number of women to empower women and curb gender paradox, the company is currently faced with a dilemma to find funding from government or private investors. Nevertheless, Tarjama aims to hire the right and effective driven passionate team who possess the same vision to work more, thereby addressing the requirements of the clients as a whole. Besides, the more training is completed, the more jobs will be generated, and the more translation and earning of revenue will incur (Freedman, 2013).

 

Measurement of Impact

The organization creates impact and at the same time, they measure impact. This is done by dint of training. The training involves innumerable females. This happens in the manner of training on translation to empowerment. After tanning is imparted, the end result or the performance of the employee is evaluated that provides a clear-cut picture of the training. Training is directly involved with the business practice and helps to attain the desired result. Hence, the impact is measured by the performance of the employees and this is done so that the business can attain the goal that is set (Moncrieff, 2014). Further, the marketability and the income generation skills help the business in creating a strong rapport in the overall environment in which it performs. Therefore, measurement of impact is an important consideration and the same is done and known through the performance of each employee (Cameron, 2014). After the process of training the result oriented nature of the employees and their assessment in terms of parameter helps in determining the level of impact. This helps the business to evaluate the performance and to vouch for the developmental goals. Developmental goals can be ensured when the business has a strong practice in terms of its functioning. The creation and measurement of impact become easy in this regard as it helps the business to know where it stands (Demil & Lecoq, 2010).

 

Importance of Scaling

Scaling implies the assessment or evaluation of the performance of the employee as against the standards set by the organization. The number of training is provided the better is the result. After the process of training, the employee is ready to perform in terms of the result. The business has a certain expectation and plans into action. Therefore, scaling is an important consideration that enables the business to get more translation business. Scaling can be on a wider scale when the organization is better equipped to provide more training and this is possible when the overall planning is responsive in nature. Training is an essential part of the business and helps the business to flourish. When number of employees are present with a strong level of training it leads to the creation of more business opportunities and hence, leads to better inflow of cash.

Conclusion

A business can perform in a strong manner when the business is equipped with a strong model. It must have a strong content in respect of hiring the correct person and influencing them to attain the goals of the organization. Translation services are taking a huge leap as it is required in all sectors. The company needs to have a strong organizational structure to create a better environment that works in favor of the organization (Nag et. al, 2007). This can be better achieved when women from home can be roped in. this will create employment opportunities and at the same time brings more business to the organization. Moreover, the business can enhance its reach by the attraction of more funds from investors and other methods. This will enable the business to widen its span and hunt for a strong position

 

References

Baden, F.C. & Morgan, M.S. (2010). Business models as models, Long range planning 43, 156-171

Bieger, T. & Beritelli, P (2013). Management v. Destination. München: Oldenburg Verlag.

Cameron, B.T. (2014). Using responsive evaluation in Strategic Management. Strategic Leadership Review, 4 (2), 22-27

Chesbrough, H.W. (2010). Business model innovation: Opportunities and barriers. Long range planning 43, 354-363

Demil, B & Lecoq, X. (2010). Business model evolution: In search for dynamic consistency, Long range planning 43, 227-246

Freedman, L (2013). Strategy. Oxford University Press

Holcombe, C. (2012).  Revenue streams. Accessed April 2, 2017 from https://www.ecommerce-digest.com/revenue-streams.html

Jeanny Y.L. (2010). A Conceptual model on consumer sophistication. Innovative Marketing, 6(3), 72.

Moncrieff, J. (2014). Is strategy making a difference?,” Long Range Planning Review, 32 (2), 273–276.

Massa, L., & Tucci, C. L. (2014). Business model innovation. The Oxford handbook of innovation management: Oxford University Press.

Nag, R.; Ham brick, D. C & Chen, M.J. (2007).  What is strategic management, really? Inductive derivation of a consensus definition of the field, Strategic Management Journal  28 (9), 935–955

Svejenova, S., Planellas, M & Vives, L. (2010). An individual business model in the making: Achef’s quest for creative freedom.  Long range planning 43,  408-430

Tarjama. (2017). Tarjama – our high impact business model. Accessed April 2, 2017 from https://tarjama.ae/en/our-high-impact-business-model

Laniado, E. (2013). Revenue model types: the quick guide. Accessed April 2, 2017 from https://www.bmnow.com/revenue-models-quick-guide/

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