We are obsessed with quality, but conscious of cost


Quality is our most valued asset, as well as our ultimate aim.

We accept that it also has to be paid for and be affordable within budget and market-driven price constraints. In all that we do, we therefore strive to enhance quality and at the same time to reduce costs.

Balance one cost against another

Our experience has shown us that these two endeavours are not necessarily at odds with each other. On the contrary. High-quality translations save an enormous amount of time, even if they tend to cost more. Our own internal quality assurance procedures cost the time they take, and since these are not billed separately to the customer, we often have to balance the one cost against the other. But approaching our work from the standpoint of cost can also open our eyes to options we have not yet seen. So we keep quality and cost in a state of creative tension.

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Overspending or overworking?

Our job is to get the right match, to obtain the best possible ratio of cost to benefit. Otherwise we are either overspending on translation capacity or overworking our own in-house resources. We assign jobs according to the specific knowledge and talents required and how these fit the translators’ individual profiles. Job demands vary according to client, technology, sensitivity of text, addressee, and shelf life of product. Translators’ profiles vary according to the portfolios they have built, particularly those developed with us, and the professional experience they have accumulated. They also vary in price. But we assign jobs neither according to quality demands nor to cost alone.

We set priorities

In our own work, we strive for an optimum balance between efficiency and effectiveness. When working with texts, we take pains to ferret out any inconsistency or weakness we can possibly find, but we do this in a timely fashion. It is hard and sometimes tedious work, but it is work done on the customer’s time, and we aim for maximum productivity. So we set priorities. We remain flexible in emergencies, but we keep our eye firmly on the things that are important in order to be able to give them the attention they deserve.


Err on the side of quality

In cases of conflict, we tend to err on the side of quality rather than cost, especially where this poses a potential risk to the public image of our customer, or indeed promises to add value to that image, and this over time. So shelf life is important here, especially high-profile shelf life. The point is that we strive for quality wherever we can or must.

We are conscious of cost constraints, but not immobilized by them.