いい質問をしてくれてありがとう。
物流施設をもつことは長期的な成長戦略には重要だと思っています
一方で、A社に代表される競合は、拠点網、社内システムなどの多くのノウハウを持っており、そこに相当後発の我々が追いつくのはとても難易度が高いです。
そこで、既存の物流業者をM&Aすることを優先的に考えたいと思います。既存の物流業者を買収するには相当な資金的体力が必要なため、それまでに自分たちの大幅に上げて備えたいと思います
評価
50
翻訳 / 英語
- 2018/11/06 15:04:36に投稿されました
Thank you for asking a good question.
It is important to have a facility of logistics in the development strategy on the long term.
In the meanwhile, completion represented by A has many know-hows such as network of headquarter and system in the company, and it will be very difficult for us who are far behind them to catch up with it.
Therefore, we would like to put priority on merging and acquiring the existing logistics companies.
As we need quite a large volume of money to acquire the existing logistics company, we want to prepare for it until that time by working hard.
It is important to have a facility of logistics in the development strategy on the long term.
In the meanwhile, completion represented by A has many know-hows such as network of headquarter and system in the company, and it will be very difficult for us who are far behind them to catch up with it.
Therefore, we would like to put priority on merging and acquiring the existing logistics companies.
As we need quite a large volume of money to acquire the existing logistics company, we want to prepare for it until that time by working hard.
評価
50
翻訳 / 英語
- 2018/11/06 15:07:38に投稿されました
Thank you very much for good question.
I think having the distribution facility is important for the long term growth strategy.
On the contrary, the competitors as typified by A company, they have many know-how such as hub and internal system. It is very difficult that we, a follower company, catch up to them. So, I would like to think to prioritize the merger and acquisition of the existing distributors. Quite a financial force is necessary for purchase the existing distributor. We will prepare by improving the force largely.
I think having the distribution facility is important for the long term growth strategy.
On the contrary, the competitors as typified by A company, they have many know-how such as hub and internal system. It is very difficult that we, a follower company, catch up to them. So, I would like to think to prioritize the merger and acquisition of the existing distributors. Quite a financial force is necessary for purchase the existing distributor. We will prepare by improving the force largely.
評価
51
翻訳 / 英語
- 2018/11/06 15:08:23に投稿されました
Thanks for the good question.
I am thinking that it's important to have a distribution facility for the long term growth strategy.
On the other hand, it's quite difficult for us who started later as the rivals like the company A have lots of know-how such as the network and the intra-company systems.
Thus, we would like to consider primary going with M&A of the existing logistic operators. As it takes considerable amount of financial resources, we would like to raise the resources substantially till the time comes.
I am thinking that it's important to have a distribution facility for the long term growth strategy.
On the other hand, it's quite difficult for us who started later as the rivals like the company A have lots of know-how such as the network and the intra-company systems.
Thus, we would like to consider primary going with M&A of the existing logistic operators. As it takes considerable amount of financial resources, we would like to raise the resources substantially till the time comes.
評価
50
翻訳 / 英語
- 2018/11/06 15:06:33に投稿されました
Thanks for asking me a good question.
I think it is important to have a distribution facility in a long run as a growth strategy.
On the other hand, those competitors such as A has many know-how such as the business network, internal system, etc. which difficulty level for us to catch up with is pretty high being a market follower.
So I would like to prioritize M&A with an existing distribution company. In order to acquire an existing one requires such a financial strength, so we would like to be prepared by increasing our strength by then.
I think it is important to have a distribution facility in a long run as a growth strategy.
On the other hand, those competitors such as A has many know-how such as the business network, internal system, etc. which difficulty level for us to catch up with is pretty high being a market follower.
So I would like to prioritize M&A with an existing distribution company. In order to acquire an existing one requires such a financial strength, so we would like to be prepared by increasing our strength by then.
評価
50
翻訳 / 英語
- 2018/11/06 15:10:13に投稿されました
Thank you for asking a great question.
We think it is important to have a logistics facility as a long-term growth strategy.
On the other hand, our competitors, such as company A, have lots of know-how including network base and internal systems, and it would be quite difficult for a very late participant like us to catch up.
So, we would like to first consider an M&A of an existing logistics company. We would need considerable amount of funding power for that, and until then, we would like to be prepared as much as possible.
We think it is important to have a logistics facility as a long-term growth strategy.
On the other hand, our competitors, such as company A, have lots of know-how including network base and internal systems, and it would be quite difficult for a very late participant like us to catch up.
So, we would like to first consider an M&A of an existing logistics company. We would need considerable amount of funding power for that, and until then, we would like to be prepared as much as possible.
