[日本語から英語への翻訳依頼] 7月末、セブン&アイ・ホールディングスとファーストリテイリングが業務提携に向けた交渉を進めていることが明らかになった。セブン&アイ・ホールディングスは、セ...

Original text

7月末、セブン&アイ・ホールディングスとファーストリテイリングが業務提携に向けた交渉を進めていることが明らかになった。セブン&アイ・ホールディングスは、セブン-イレブンやイトーヨーカドー、西武百貨店などを傘下に持ち、コンビニの加盟店売上を含めた「グループ売上」が10兆円を超える巨大小売グループだ。一方、ファーストリテイリングは、「ユニクロ」、「GU」などを展開する国内最大手の衣料品チェーン。

翻訳 / 英語

At the end of July, a plan of business alliance between Fast Retailingade and Seven & I holdings was made clear.
Seven & I holdings is a giant retaining company. 7 Eleven convenience stores , Ito yokado supermarkets and Seibu departmentstores are affiliates of them. The sales of this cooperation group are more than 10 trillion yen including the sales of franchise chain convenience stores.
On the other hand, Fast Retailing is one of the biggest Japanese clothes chains and has their brand, UNIQLO and GU.

pralinek- 9年以上前
3行目、fast retailingade となっていますが、fast retailingです。６行目 retainingではなくretailingです。大変失礼致しました。

翻訳 / 英語

It has been revealed that, from the end of July Seven & I Holding and Fast Retailing has been negotiating on a their business partnership.
Seven & I Holdings is a massive retail group, that holds subsidiary companies such as Seven-Eleven,Ito-Yokado and Seibu Department Store, as well as chain Convenience stores that earns in terms of “Group Sales”over 10 Trillion yen. On the other hand, Fast Retailing is one of Japan’s largest deployment of clothing chains such as Uniqlo and GU.

Original text

年内をめどに合意を目指すという今回の両社の業務提携は、それぞれどのような意図を狙ったものなのだろうか。コンサルティング会社D4DR（ディー・フォー・ディー・アール）社長で、インターネットビジネス、流通業界に詳しい藤元健太郎さんに話を聞いた。
セブンが1000億円投資した「オムニチャネル」を狙うユニクロ

翻訳 / 英語

Both companies aim to form a business alliance before the end of the year. What kind of agenda does it mean for each company? I asked Kentaro Fujimoto, president of consulting company D4DR, and has a detailed knowledge on Internet business and distribution industry.

Uniqlo aims at Omni Channel which Seven & i Holdings Co., Ltd. has invested 100 billion yen

翻訳 / 英語

What is the purpose of the business partnership tried to reach the agreement by the end of the year for the both.
We interviewed Kentarou Fujimoto who is the president of D4DR which is a consulting company and knows the details about a distribution industry.
Uniqlo is aiming " Omunichanel" that Seven invested 1000 million yen.

Original text

　両社は報道を受けて、「お客様に小売業の新しい価値を感じていただけるような革新的なサービスを提供すべく、複数の分野で業務提携に向けた話し合いを始めていることは事実」であるが、具体的な内容はまだ決定していないというコメントを発表している。
　
　ファーストリテイリングがセブン&アイと提携する理由について、藤元さんは、「ファーストリテイリングには、現状のままではまずいという危機感があるのではないか」と推測する。

翻訳 / 英語

In response to the media coverage, the two companies commented that although "it is true that we have begun our talks toward a tie-up in several areas in order to offer innovative services that make our consumers feel the new value of retail business," they had not yet made their decisions on specific matters.

About the reasons for the tie-up of First Retailing with Seven & i, Mr. Fujimoto suspects that "First Retailing may be anxious they may get into trouble if they stay as they are."

翻訳 / 英語

They said "that's true that we has stared to discuss about the business partnership for providing the innovational service like the customer can feel the new retail worth in the plural departments, but we haven't decided about the details", in the media conference.

About the business partnership between FastRiteiling and Seven&Eye, Fujimoto said " FastRetailing feels the sense of crisis if they run their company as of now.

Original text

同社が抱く危機感とは、ひとつは、現状の業態のままでは、ZARAやH&Mという世界企業と売り上げに倍くらいの差があり、柳井正会長兼社長が掲げる「2020年までに売り上げ5兆円」という目標の達成が難しいのではないかということだ。
　
　もう一つの危機感は、国内市場における伸び悩みだ。「ユニクロ」の6月、7月の国内既存店売上高は、約3年ぶりに2カ月連続のマイナスとなった。

翻訳 / 英語

The company's anxiety is firstly because, if they stay as they are, they find their sales at about a half of the sales of Zara, H&M, and other international corporations, so that it may be hard for them to achieve Chairman and President Tadashi Yanai's goal "5 trillion yen in sales by 2020."

The second reason for their anxiety lies in their slowdown in the domestic market. 　Sales of Uniqlo's domestic stores in June and July went below zero for two consecutive months for the first time in about three years.

翻訳 / 英語

One of the sense of crisis of the company has is that it's difficult to get the goal achievement " 50000 million yen sales by 2020" launched by the chairman president Yanai, because there are the world competitions like ZARA, H$M who has two times sales of Uniqulo.

Another one is the sluggish growth in domestic. The sales amount of domestic existing shops in June and July was decreasing two months consequences in three years.

Original text

東レと組んでヒートテックを作るなど、いい商品を作り、店舗を多く展開していく従来のビジネスモデルが限界に来ているのではないかと藤元さんは解説する。

　同社が今年2月に公式ホームページ上で発表した柳井社長のインタビューで、柳井社長は「リアル（店舗）とバーチャル（インターネット）の融合」を目指すと述べている。柳井社長は、既存のユニクロのビジネスモデルを「リアルとバーチャルが融合する新しいサプライチェーンに作り変えなければならない時期に入っている」と言う。

翻訳 / 英語

Their traditional business model that involves developing Heattech products with Toray and creating other good products and deploying numerous stores may be coming to its limits, explains Mr. Fujimoto.

In the interview with President Yanai as announced on the company's official website in February this year, the president stated that they would aim to "fuse real stores (physical stores) with virtual stores (on the Internet)." President Yanai says that Uniqlo's old business model "is in a stage where it must be turned into a new supply chain that fuses real stores with virtual ones."

翻訳 / 英語

Fujimoto said " it's a limit of the current business model spreading the shops by creating the good products like HeatTech collaborated with Company Tore.

The president Yanai said " we will combine the real shops and the virtual shops (internet) " in the interview launched on the official site in this February. and he also said " We are in the timing to remake the supply chain combined the real and virtual from the current business model".

Original text

店舗とインターネットの融合がなぜ必要なのか。藤元さんは今のアパレル業界の課題を次のように解説する。「ユニクロのような衣料品製造小売は、シーズンごとに新商品を出して大量に販売している。すると、必然的に余りセールを行う必要がある。一方で、近くのユニクロの店舗に行ったら、自分に合ったサイズ、色が無かったりする。つまり、欲しいものが欲しい時に手に入らないのが今のアパレル」。そこで、店舗ごとの在庫管理、インターネット通販の在庫管理を統合し、効率化する仕組みを作る必要がある。

翻訳 / 英語

Why does a store and Internet need to be integrated? Fujimoto explains the problems in the current outfit industry as follows.
"A retailer that manufactures outfits such as UNIQLO produces a new item each season and sell them in large volume. Then they have to hold a bargain sale to sell what was not sold. In the meanwhile, when we go to the UNIQLO near us, we sometimes do not find the outfit by our size and color. Namely we cannot find what we need when we need in the outfit stores currently."
Therefore, we have to establish a system where inventory control by store and that by Internet shopping are integrated and make it work efficiently.

翻訳 / 英語

What makes it necessary to fuse real stores with the Internet? Mr. Fujimoto explains the issues of the apparel industry today as follows: "Uniqlo and other clothes manufacturers and retailers issue new products each season and sell them in large quantities. This necessarily urges them to give residue bargains. On the other hand, if you go to a nearby Uniqlo store, you may not find a product your size or of your favorite color. That is, you can't get what you want when you want it. That's what the apparel industry is like today." This prompts apparel suppliers to build up a mechanism that integrates the inventory control of each store and that of Internet mail-order distributors, thereby increasing efficiency.

翻訳 / 英語

Why is the unity between store and internet required? Fujimoto explains the issue that today's clothing industory faces. The cloth retailing industory such as Uniclo produce new commodities each seasons and sell large amount of them. Then, inevitably they are required to sale them cheap. On the other hand, when customers go to Uniclo close to them, sometimes they cannot find one that suit to their size, or colors that they want. That is to say, customers cannot get things that they want when they want to. That is today's clothing industory. Therefore, it is required to unite inventory management between store and internet-sales, and establish a structure that improve its efficiency.

翻訳 / 英語

Why is it necessary for agglutination between store and internet? Mrs.Fujimoto explains about following problems of today's apparel industry. "Clothing manufacture and retail such as Uniqlo selling a large amount of new products every season. So that it is necessary to held inevitable surpluss sell. In the other hand, if you are going to the nearest Uniqlo store, you won't find suits size and color. In other words, "When you want something and you don't get it, it's apperel ". So that, there is a need to create a mechanism for efficiency, the inventory management of each store, integration of inventory management and mail order,

Original text

　そこで、ファーストリテイリングは2つの施策を行った。ひとつは、2014年10月に発表した大和ハウス工業との協業である。両社は東京・有明に共同出資による大型物流倉庫を建設している。あと10個以上建設する予定だというこの次世代型倉庫で、柳井社長は同インタビューの中で、「リアルの店舗で欠品している商品があったとしても、その場ですぐにバーチャル店舗でオーダーし、お客様が帰宅する頃には自宅に商品が届けられているというような、これまでとは全く違うショッピングの方法が一般的になる」

翻訳 / 英語

Then, First Retailing took 2 measures. 1 is a cooperation with Daiwa House Industry that was announced in October 2014. Both companies established a large warehouse for distribution by joint capital investment in Ariake, Tokyo.
They are going to construct this type of more than 10 warehouses for next generation. In the interview that was held in this warehouse, Mr. Yanai, President, said that "if the items are missing in the store, they are ordered to virtual store immediately on the spot. When a customer goes back home, he or she receives it. This kind of shopping, which is different from the current system, will be popular."

翻訳 / 英語

Then, First Retailing took two measures. First, they collaborated with Daiwa House Industry as they announced in October 2014. The two companies built a jointly funded large distribution warehouse at Ariake, Tokyo. With these next-generation warehouses, of which at least ten are scheduled to be built, President Yanai says in the same interview, "Even when a consumer finds a product deficiency in a real store, they can place an order with a virtual store on the spot and will find the product at home already by the time they arrive home. That method of shopping quite different from what you are familiar with will become common."

翻訳 / 英語

And then FastRetailing put the two policy. One of them is the collaboration with DaiwaHouse introduced in October 2014.
The both companies are building the large distribution warehouses over joint investment in Ariake, Tokyo.
They have the plan to build the same buildings which is the next generation warehouse more than 10 and this shop will be known as the completely different type of shopping generally like if some products are out of stock, the customer can order to virtual shop in the same place, so the customer will be able to get the products they ordered on the virtual shop when they go back to their homes.

Original text

もう一つの施策が、今年6月に発表した、国際的コンサルティング企業アクセンチュアとの協業である。藤元さんは、アクセンチュアとの協業は人材面での理由が大きいと語る。「従来の採用では、デジタル革命に対応した人材の確保が難しい。ビッグデータ分析などが出来る人材をともに育て、H＆Mに勝てる態勢を作る」と狙いを分析する。

　

翻訳 / 英語

Another measure was announced in June this year. It is a cooperation with Accenture, an international consulting company. Fujimoto said that a large reason of the cooperation with Accenture is personnel. He analyzes that "if we employ staff by conventional system, it will be difficult to find people who can handle the digital revolution. We have to train staff who can analyze the big data and establish the system to win H&M."

翻訳 / 英語

Another strategy, which was announced in June, is to collaborate with international Consulting Accenture companies. Mr Saito mentions that it is helpful for securing human resources. In addition, he also says that, while previous way was hard to get talented human resources that is suitable for digital revolution, this strategy allows us to cultivate people who are able to analyses big data, and win over the H&M situation.

翻訳 / 英語

Another measures were announced in June this year, and it's about a collaboration with international consulting firm accenture. Mrs. Fujimoto state that there is a big reason related to the human resources for collaborate with Accentur.
We will trying to analyze the purpose"In the conventional appointment, it is difficult to ensure human resources corresponding to digital revolution. Raising along with people who are competent to big data analyze, we make winning preparation for H & M"

Original text

そして、それらの連携と同じ文脈にあるのが、今回のセブン&アイとの提携である。ファーストリテイリングが目指してきた、「店舗とインターネットの融合」という施策は、「オムニチャネル」とも呼ばれる。オムニチャネルとは、いつでもどこでもネットでも店舗でも、一人ひとりのライフスタイルにあったサービスを受けられるようにする仕組みを言う。

国内でオムニチャネルの取り組みが、最も進んでいるのが1000億円以上投資し、今年の10月から本格的に指導しようとしているセブン&アイ・ホールディングスだ。

翻訳 / 英語

And in the same context as those tie-ups is Uniqlo's recent tie-up with Seven & i. The policy of "fusing real stores with the Internet," at which First Retailing has been aiming, is called "Omni-Channel." Omni-Channel refers to a mechanism that allows each and every consumer to receive services that suit their particular lifestyle any time, anywhere, whether on the Net or at a real store.

The company that is the most progressed in its Omni-Channel efforts in Japan is Seven & i Holdings, which is about to launch it in full scale in October this year.

翻訳 / 英語

Then, the same concept as these collaboration is this collaboration with Seven & i Holdings. The strategy called Fusion with stores and Internet that Fast Retailing has been working on is also called Omni channel. Omni channel is a mechanism that allows customer to get any services at anywhere in the Internet, at any store according to each customer's life style.
Seven & i Holdings is the most advanced company about Omni channel in japan investing 10 billion yen, and trying to start the actual business this October.

翻訳 / 英語

Futhermore, contexts are same as those cooperation, but it is alliance of Seven & I. Fast Retailing has been aimed, and the policy about agglutination "between internet and store" also called "Omni Channel". The definition of Omni Channel is, mechanism of services which follow people lifestyle, anytime anywhere even in the net or store.

In the country, the approach of Omni Channel is, invest more than 100 billion yen and from October this year Seven & I.Holding Co., Ltd. will lead in the full scale.

Original text

ファーストリテイリングとしては、従来の取り組みを加速させるためには、多額の投資を行い構築されたセブン&アイのオムニチャネルのプラットフォームを利用したいと考えた。それが今回の提携のファーストリテイリング側の背景ではないかと藤元さんは解説する。

　セブン&アイ・ホールディングスの「オムニチャネル」とは、全国に1万7000店以上あるセブン-イレブンの店舗を中核に100社以上ある業種も多様なグループ企業の商品・サービスを一元的に管理し、顧客のニーズに応える施策だ。

翻訳 / 英語

First Retailing thought that they were going to invest large amount and use the omni-channel platform of Seven & I, which had been constructed, to accelerate the conventional handling. Fujimoto explains that it is why the First Retailing executed a cooperation this time.

The "Omni-channel" by the Seven & I Holdings is a system where industries by more than 100 companies as well as a variety of items and services of the companies in the group are controlled in the unified method and satisfy customer's needs by focusing on stores of Seven Eleven that have more than 17,000 across the nation

翻訳 / 英語

First Retailing thought that to speed up its old efforts, it wanted to use Seven & i's Omni-Channel platform, which it had built with a heavy investment. That may be behind First Retailing's recent tie-up, explains Mr. Fujimoto.

Seven & i Holdings' Omni-Channel is a measure that centrally controls the products and services of more than 100 group companies in diverse segments, which companies consist mainly of the 17,000 7-Eleven stores nationwide, thereby meeting consumers' needs.

翻訳 / 英語

In order to accelerate the conventional plan, they wants to use 7 & I holdings' platform of omni channel that was created with a massive investment. This is the Fast Retailing's background of this business alliance, Mr. Fujimoto explained.
The omni channel of 7 & I holdings is a policy that responds to customers' demands unfying and managing a variety products and services of group companies which are in more than 100 types of business including 17 million 7 eleven stores in Japan.