[日本語から英語への翻訳依頼] ご質問いただいたX Projectについて、ご報告します。また、IBMの今後の日本に対する営業戦略についての若干の意見を、併せてご報告します。 なお、この...

Original text

ご質問いただいたX Projectについて、ご報告します。また、IBMの今後の日本に対する営業戦略についての若干の意見を、併せてご報告します。
なお、この報告の内容については、IBM以外には厳秘としてください。

1. プロジェクトの背景
A社は、29年にB社とC社の2社が合併してできた企業です。
このため、業務システムが未だに統一性を欠き、特に海外では国毎にばらばらに運営されているという課題があります。今回のERPの開発は、アジア地域の業務システムの統一と高度化を目指したものです。

翻訳 / 英語

I will report about the X Project X as your request. We will also give some comments on IBM's future sales strategy for Japan.
Please note that the content of this report should be strictly confidential except for IBM.

1. Background of the project
Company A is a formed by merging two companies B and C in year 2017.
For this reason, the business system still lacks unity, and especially there is a problem that the system is operated separately from country to country. The application of ERP this time is for the purpose of unifing and advancing business systems in the Asian region.

翻訳 / 英語

I would like to report on the project X you asked and some comments on IBM's future sales strategy for Japan.
Please kindly keep the content of this report strictly confidential except for IBM.

1. Background of the project
Company A is a company formed by merging two companies B and C in 29 year.
As a result, the business system still lacks unity, and especially in overseas, its operation has varied from country to country. The development of ERP is aimed at the unification and the advancement of business systems in the Asian region.

翻訳 / 英語

Let me update you about X Project you have asked. I also share you about a few opinions about the IBM's sales strategy toward to Japan.
Please do not disclose any information contained in this report to anyone other than IBM.

1. Background of the project
Company A was launched from the amalgamation of Company B and C in 2017.
Hence, the business systems are not yet integrated properly. Moreover, the systems are operated differently in each country which is a problem. For a current ERP development, our target is to integrate business systems in Asia and a system enhancement.

Original text

中でも、アジア地域における多通貨間の金利最適化に対するA社の顧客からの強い要望が、その背景にあります。

２．A社のIT部門の組織体制
　A社の海外の業務システムを管理するIT部門は、Y部とZ部があります。プロダクト営業を行うY部は、A社の海外拠点およびその顧客からのニーズを開発要望として取りまとめ、システム開発の予算権限を持つZ部に提案することになります（但し、最終的には、東京本社のIT企画部の承認が必要）。

翻訳 / 英語

Above all, there is the strong demand from the customers of Company A for the interest rate optimization among many currencies in the Asian region in the background.

２. The system of the IT department of Company A
The IT department managing the overseas opeation system of Company A has Y section and Z section. Y part doing the product business gathers the needs from the overseas offices of Company A and their customers as the development demands and will do suggestions to Z sectio having the budget authority of the system developments (but they will finally need the approval of the IT Planning Department of the Tokyo head office).

tatsuoishimura- 約7年前
「Y part」は、「Y section」と訂正いたします。

tatsuoishimura- 約7年前
「Z sectio」は、「Z section」と訂正いたします。

翻訳 / 英語

Among them there is a strong request from A's client regarding the optimization of interest rate among multiple currencies in Asian region in the back ground.

2. Organization chart of A's IT department
The IT department which administers A's overseas business system has teams Y and Z. Y which conducts product sales consolidates A's overseas offices and their customers' needs as developmental requests and propose Z which has the budgeting authority for the system development (however in the end it requires to obtain an approval from IT planning team in Tokyo HQ).

翻訳 / 英語

We have strong demands from the Company A's clients which is to optimize the interests between different currencies in Asia.

2. Organization chart of IT department in Company A
We have 2 IT departments: Y department and Z department. They manage the oversea business system of Company A.

Y department is in charge for the product sales. So it does a requirement definition and gather needs from Oversea branch of Company A and its clients and propose it to Z department which decide the budget for the system development. (But Z department needs to get an approval from IT department in Tokyo headquarter in the end.

Original text

Y部は、東京の山田EVPがトップで、シンガポールでは、田中GM→鈴木VP（シンガポールの商品開発の責任者、B社出身）となります。また、Z部のラインは、東京の鈴木SVPがトップで、シンガポールでは、佐藤VP（シンガポールのシステム開発の責任者）となります。
　さて、このProjectの最終責任者は誰かという質問に対しては、予算権限を持つZ部の鈴木SVP、あるいはシンガポールの佐藤VPとなります。しかし、ご存知のように、日本の大企業の意思決定プロセスはボトムアップで行われます。

翻訳 / 英語

At Y, EVP Yamada in Tokyo takes the lead, and GM Tanaka--> VP Suzuki (Person in charge of product development in Singapore, came from B) in Singapore. Also, Z's production line has SVP Suzuki from Tokyo is in the top, then VP Sato (Person in charge of system development in Singapore) is the top in Singapore.
By the way, as far as who is the overall person in charge of this project is concerned, it should be SVP Suzuki in Z who has budgetary authority or VP Sato in Singapore. However as you know, the decision making process of a large Japanese organization takes a bottom-up process.

翻訳 / 英語

Yamada EVP of Tokyo is the top as to the Y section and it is Tanaka GM → Suzuki VP (the person in charge of the product development of Singapore, originally
from Company B) in Singapore. And, Suzuki SVP of Tokyo is the top in the line of the Z section, and it is Sato VP (the person in charge of the system development of Singapore) in Singapore.
Well, as for the question who the final responsibility rests on in this Project, it is Suzuki SVP of Z section with budget authority or Sato VP of Singapore. However, as you know, the decision-making process of the Japanese big companies is made in a bottom-up way.

Original text

このため、個人の権限よりは、関係者の議論や稟議の過程の中で決定されると考えるべきです。
また、このProjectは比較的小規模ですので、シンガポールで決定し、結果報告だけを東京に上げるようになっています。
　
　なお、今回の私のレポートは、A社の南社長（南社長は私の友人で、彼が私をA社役員にアポイントしました）、および、Y部の山田EVPや東京とシンガポールの何人かの関係するExecutive Directorから直接得た情報を取りまとめたものです。

翻訳 / 英語

For this reason, individual authority should be determined within the process of the discussion or internal memo of the concerned parties.
Also, since this project is relatively small-sized, the decision is supposed to be made in Singapore and only reported to Tokyo.

Also, my report for this time is a summary of the information directly obtained from President Minami of A (He has been my friend and I had appointed him to the position as a president at A), EVP Yamada from Y, and several concerned executive directors.

翻訳 / 英語

For this reason, we should think that it is decided not by the individual power but by discussion with those involved in it and process of Ringi.
As this project is relatively small, it id going to be decided in Singapore and only the result is reported to Tokyo.

My report this is a summary of information obtained directly from president Minami of A (he is my friend and appointed me to director of A), Yamada EVP in Y department and some executive directors in Tokyo & Singapore.

Original text

３．選考状況
　ベンダーの最終決定は、まだ、なされていません。現在、２次選考中である。
（１）IBMは、１次選考で落選した。質問にあるIBMの強みと弱点について、A社の意見では、強みは機能の優位性で、弱点は大きく劣後する価格である。
（２）２次選考は２つのカテゴリーに分けて行われており、夫々１社ずつが選考に残っている。
①　Package Vender：　SAPではない。メーカー向け専業のローカルベンダーで、１次選考で破格の価格を提案してきた。

翻訳 / 英語

3. Selection state
The final vendor selection has not been made as of yet. It is currently in the secondary stage.
(1) IBM failed in the first stage. According to A's opinion regarding the strengths and weaknesses of IBM in question, the strength is its functional superiority and drastically subordinated pricing is its weakness.
(2) The second stage comprises with two categories, and one company each is remaining.
a. Package Vendor: It is not SAP, but a local vendor dedicated to manufacturer, which had proposed an exceptional price in the first stage.

翻訳 / 英語

3. Selection Backdrop

Bender has not decided finally. Currently they are douin secondary selection.
(1)IBM lose on the primary selection. Regarding IBM advantage and point of weakness on the questions, A company said the advantage is feature of edge, but point of weakness decrease the prices hugely.
(2) there are distinguished by two category in secondary selection and each one company remain the selection.
①　Package Vender：It is not SAP。 it is a professional of maker local bender and make a proposal low price at the primary selection.

Original text

②　SIer：　メーカーに強いSIer。
現在の競合の状況は、価格面ではPVが圧倒的に勝っているが、多様なA社の顧客ニーズを取り込むためのシステムの柔軟性から、SIerによるシステム開発を支持する人も多い。


４．今回、A社のERPやIBMに対する見方を明確に把握することが出来たので、今後の日本の営業戦略の参考のため、報告します。
（１）日本のERP市場への見方
・日本企業が急速にグローバル化する中で、グローバル・ガバナンスを推進するためにERPに対するニーズは非常に大きい。

翻訳 / 英語

(2) Sler: A strong Sler for manufacturers.
The current status of the competition is price-wise PV is winning overwhelmingly but due to the flexibility of the system in order to deal with the various needs of Company A customers, a lot of people support system development using Sler.
4. This time, I was able to clearly grasp the point of view towards Company A's ERP and towards IBM therefore I make this report in order to take into account future Japanese management strategies
(1) The view towards the Japanese ERP market
Amidst the accelerated globalization of Japanese businesses, the demands from ERP in order to advance global governance is extremely large.

翻訳 / 英語

b. Sler: Sler has strength with manufacturers.
In the current competition status, PV is overwhelmingly superior in pricing, but there still are many others who support the system development by Sler for its system flexibility to incorporate diversified client needs of A.

4. As we were able to clearly see A's view on ERP and IBM, here are the report as a reference to the future sales strategy of Japan.
(1) The way to see Japanese ERP market
- Whilst Japanese companies are rapidly growing to globalize, the demand for ERP is extremely high in order to promote the global governance.

翻訳 / 英語

2. Sler: Sler that is strong at manufacturer
In the current competition, PV is overwhelmingly winning in the aspect of price.
However, many people support the system development by Sler by reason of flexibility of the system to obtain a variety of customer's needs of A.

4. As we understood how A considers ERP and IBM clearly this time, we will report it for reference of Japanese sales strategy in the future.
(1) Perspectives to ERP market in Japan
While Japanese companies are globalized rapidly, the needs to ERP to promote the global governance is quite large.

Original text

・しかし、企業グループとしてERPを使っているのは、SONYグループなど５社に過ぎない。A社の顧客からも、ERPに関する問い合わせが非常に多い。
・日本企業のニーズに対してクラウドベンダーは十分に応えられていない。その理由は、日本企業の高い要求水準にあるが、欧米で多くの経験を持つ外資系ベンダーとの調整が巧く出来れば、日本のERP市場は大きく拡大する。
（２）日本におけるERPベンダーへの評価
SAP：NECの出身者を大量に雇い、強引な営業で顧客をつかんでいる。

翻訳 / 英語

- However, only 5 companies including SONY group as company group use ERP. We receive quite a few inquiries from A's clients regarding ERP.
- Cloud vendors are not able to fully address the Japanese companies needs. The reason is due to the high standard of their demand, but we believe the Japanese ERP market will expand dramatically if we could coordinate well with foreign capital vendors that have rich experiences in Europe.
(2) Evaluation for ERP vendors in Japan
SAP: They hire massive number of employees from NEC to grab their clients through their aggressive sales.

翻訳 / 英語

#7
However, we use as company group is only 5 like SONY group.
We get many request from A company regarding ERP

Cloud bender can not answer enough to needs of Japanese company. The reason is Japanese company has high demand level.
If we can cope with the foreign-affiliated bender that they have enough experiences in EU, Japanese ERP market become huge.
(2) the evaluation of ERP bender in Japan
SAP: They employ the person who turned NEC and get customers with assertive sales.

Original text

しかし、システムの機能自体が低いことに加え、契約後のアフターフォローが悪いことから、契約解除する顧客が１０社近くになっている。

IBM：財務管理、リスク管理機能が優れていることは、日本の関係者の間では十分理解されている。しかし、東京の体制が十分ではなく、顧客へのプレゼンの時だけ海外から人が来るようでは、日本のユーザの満足は到底得られない。A社は、１年ほど前にIBMとの提携を模索し、IBMのマネージメントとお会いした。

翻訳 / 英語

#8
However, the capability of system low and after follow was also bad, so the customer who did cancellation of contract is getting near 10 company.

IBM: financial control and management of risk is great. This is know for japan company concerned people. however, it is not enough structure in Tokyo. Only come to japan when presentation to customer does not get satisfaction from Japanese user.
A company groped tie-up IBM and met management of IBM.

翻訳 / 英語

However in addition to their low system function, their bad support after contract, nearly 10 clients have cancelled the contract.]

IBM: It is well known among concerned parties in Japan for its excelled financial management and risk management capabilities. However their organization in Tokyo is not good enough and the way they have to bring key person from overseas to through a presentation to the clients would not make their way any easier to attain the Japanese customer satisfaction. About a year ago, A was seeking for an alliance with IBM and had an occasion to meet with IBM management.

Original text

しかし、その後の質問に対する回答が不十分であったり、全く回答されないままになったりで、A社から断った経緯がある。


（３）今後の課題
・A社として、日本経済のグローバル化のために、ERPが日本企業に早く普及してほしいと考えている。
・日本では、ITベンダーに対する企業の評判が、導入の決定的要因になる。外資系のクラウドベンダーには、先ず、日本の企業社会で良い評判を得るようにしてほしいと思う。

翻訳 / 英語

However, the answers to the questions after this felt lacking, and remained completely unanswered. There were instances that I was refused by company A.

(3) Future issues
-As company A, in order to globalize the Japanese economy, I think I want ERP to become quickly widespread in Japanese corporations.
-In Japan, the reputation of businesses to iT vendors becomes the decisive cause of their introduction. I would like foreign capital cloud vendors to first achieve a good reputation among Japanese businesses.

翻訳 / 英語

Nonetheless, their response to further questions were not addressed in part or in full, so A had to turn down the deal.

(3) Future challenges
- As for A, they want to standardize ERP in Japanese companies in order for the Japanese economic globalization.
- Here in Japan, the critical factor for incorporating ERP merely depends on the corporate reputation against IT vendors. We expect those foreign capital cloud vendors strive to gain good reputation from Japanese companies first.

Original text

・IBMについては、DELLと一体化したことで経営の安定性が増し、相乗効果も期待できる。日本の体制を強化し、日本企業のグローバル化のサポートを期待している。

翻訳 / 英語

-With regard to IBM, becoming one with DELL can increase the stability of its management and effective synergy can be expected. It strengthens the organization in Japan and support of the globalization of the Japanese business is being expected.

翻訳 / 英語

Regarding to IBM, it's gained the business stability because it intergrated with DELL, and the multiplier effect is also expected. I'm looking forward to strengthening Japanese system and the support of globalization of Japanese businesses.