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[Translation from Japanese to English ] At present, 26 distributors have saled the product A. Let's try to adopt "...

atsuko-s Translated by atsuko-s elephantrans Translated by elephantrans sujiko Translated by sujiko
2. Delegate only distribution control to B
It is the way that we delegate the business part of the distributor on the above chart to B.
As I said before, the system of B is not reliable. I do not cover for them at all, but the sure thing is having enough experience to the sequential tasks of import, receiving and controlling warehouse, and shipping jobs, the biggest merit is that we do not have to build the system from scratch and can distribute smoothly same as ever.
Conversely, only distribution is surely able to conduct. B may think they can gain the profit by the administration cost even though they do not do their sales activity, but the profit would be zero if they will refuse our proposal after termination of the agency contract. So, we think they willingly agree to hold the negotiation.
The demerit is their poor business result in the past and the risk of information leaking to D.
However, I think this method would be lowest risk, and it is the best idea to consider B same as other distributors and get an estimation. 3. Delegating to the pharmaceutical sales groups
The distribution channel is different from the above two proposals.
This is a sales method I have experienced when I was working before for B as a distributor.
General medical and pharmaceutical whole sales groups have establised their own huge networks and some of them have sales branches all over Japan.
E, F and G are typical examples. Such huge group companies have several stronghold warehouses in Japan and have established own distribution systems.
H company, we talked about the other day, is one of the members of group I, and seems not having any special company for delivery.

From my experience, as is shown in above drawing, it is as system where a distributor nearby goes to each office to pick up an item. I assume that we can handle more flexibly.
However, the problem of this system is that a distributor has to open a new account with pharmaceutical company. Another problem is that some distributors might not be able to continue sales by condition of business. For this reason, it is better to avoid this if we consider the situation of distributor who is a customer. However, as parent company is large, it is a suggestion where we can expand range of handling by negotiation. As there are some people who had been involved in affiliate of E in the work, we can collect information from them and negotiate. It is the way that they equip their branch and control and manage there.
For the first time, I think it is easy to control the distribution since the quantity are few. However, it would take some time to build and fix the internal system.
The person in charge and sales support assistant is mandatory. As for distribution control, two part-timers would be able to handle with it by a day-by-day rotating.
Since the space for controlling stock would be necessary, the office with enough largeness is necessary.
This is just my guess, but 30㎡ may be enough.
Regarding the location, placing it in Tokyo would be easy to get the trust from the client. At present, 26 distributors have saled the product A.

Let's try to adopt "Business partner data for B in 2014" to the population ranking map that I proposed before.

It is self-explanatory that business partners already exist in 12 cities among top 15 large population cities.

26 companies are not many at all. It will be a sufficient base to develop the sales mainly in large cities, and we can limit target of the sales strictly.
In our new start, we do not execute a contract with new agency. Instead, we have to strengthen the relationship with these agencies we have hardly followed up so far and have been introducing and using the items. I believe that we can increase the sales amount by it. In regard with "sales marketing", it means to "set a system to sell" here.
I consider the reason why the items have not been sold well so far from each situation.

As no information has been provided from B every day, we can obtain information only from a large academic conference and study meeting.
Therefore, many nurses have heard items but have not seen them in person.
Even if we search on Internet to obtain information, we cannot obtain it from homepage of B.
We do not have to be interested in only item of A. We can solve a problem by using the item of another company.
User's Request Text
逆に言えば物流だけはしっかりできるということです。 Bとしても代理店契約終了後、利益がゼロになるよりは、営業活動をしなくても管理費で利益を得られることはメリットであり、喜んで交渉に応じると考えます。
先日話に出たHはIというグループの一員ですが、このグループはグループ内にデリバリー専門企業は入っていないようです。 私の経験では上記図のように各営業所に近隣のDistributorが製品を引き取りに行く方法でしたが、より柔軟な対応は可能だと思われます
Eのグループ会社に仕事で関わった方が数人いるのでそこから情報収集及び交渉は可能です 自社営業所を構えて営業所内で管理運営する方法です。
場所はやはり東京に置いたほうが顧客から信用を得やすいと考えます。 現在26社のDistributorがA製品の販売実績があります

「2014年時点 B取引先Date」を以前提示した人工順MAPにあてはめてみます。

人口の多い都市順の上位15都市中12都市にすでに取引先が存在していることが一目瞭然です。 26社という数は決して多くはありませんが、大都市中心の営業展開を可能にする十分な土台になり、営業ターゲットをかなり絞ることができます。
新たなスタートにあたり新規の代理店と契約を交わすよりも、これまでほとんどフォローできていないにも拘らず、製品を紹介・使用してくれていたこれらの代理店との関係を強固にすることが急務であり、それだけで売り上げUPにつながると考えます。 「Sales Marketing」の考え方ですがここでは「売れる仕組みを作る」という意味で進めます。
・情報を得るためにインターネット検索をしても、B Homepageからは情報を得られない。

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・主に輸出向け自社製作の機械に関する設計、選定、仕様書作成、 技術資料の作成等に従事。(何れも英語にての業務)


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