bar-eigo.com

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マスター:「今日はどんなものを・・・?」

女性客:「そうですね。。高校生でも分かりやすい味のものをお願いしたいです。」

 

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マスター:「分かりました。ではこんなのはどうでしょうか。」

 

女性客:「これは?」

 

マスター:「90年代に中学生・高校生をやっていた音楽好きなら一度は聞いたことがある英語の名曲です。言っている事は滅茶苦茶ですが、この1フレーズで多くの使える英語が入っています。」

 

女性客:「それは楽しみね。。」

 

【今晩の1フレーズ】

**************************************************************

I  don`t care.  who you are, where you are from .

what you did, as long as you love me

************************************************************* 

 

1フレーズ開始 1:02~ 

https://youtu.be/0Gl2QnHNpkA?t=1m3s

youtu.be

 

英語を勉強するにあたって、様々な方法が世の中には紹介されています。

私が英語を勉強し始めて、20年近く経とうとしますが、

英語に限らず、語学買う州でやはり一番大事なのは継続する事です。

 

この継続をどうやって自分なりに負荷をかけずに続けることができるか。

英語に限らず語学学習において考えるべき事はここです。

 

かっこいいという理由だけで大学で選択したフランス語の知識は

今の私には全くありません。継続できなかったからです。

 

何で自分の長い語学学習人生において、継続のトリガーを作るか。

ここが大事です。

 

このサイトでは、その継続のトリガーを発信していきます。

英語の和訳、文法の説明、キーとなる英単語の羅列、使える英会話アプリ・・・

そういうものはここには掲載しません。

 

(矛盾ですが、英語がたくさん書かれているサイトを見ると、

その英語を見に来たのにやる気がなくなってしまうのも事実です。)

 

 

英語に関する他サイトにはそのようなものがたくさんありますので

そちらをご活用ください。

 

何があなたの語学学習のトリガーになるかは私には分かりません。

 

マスターによって提供される今晩の一杯をきっかけに

英語を継続させるのはあなたです。

 

英語の学習テクニックでもなく、英単語や英文法の知識でもなく、

このbar eigoで繰り広げられる、

英語にまつわる音楽・お金・男と女・海外・お店の話をきっかけに

あなたの語学学習を継続して頂けたら幸いです。

 

ちなみに今晩のフレーズで紹介した下記の英語ですが

いかにも、バーで男性が初めて会った女性を口説くのに使っていそうなフレーズです。

**************************************************************

I  don`t care.  who you are, where you are from .

what you did, as long as you love me

************************************************************* 

 

とある昔、ある帰国子女の女性がこの歌詞について

 

「ロマンティックでいい曲だけどよく考えたら

僕を愛してくれる限り、あなたがどんな人間か関係ないよ。

僕を愛してくれる限りね、ってすごい自己中な男よね。。」

 

と言っていたことを思い出します。

 

 

この曲のコメントにこんな投稿がありました。

 

the irony is if you search "as long as you me" Justin B has a song which has more likes then this...
and its sad

 

同じ時代を過ごした者としては、二度三度、頭を頷いてしまうコメントです。

 

 

 

今晩の出会いに乾杯。

 

 

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女性客:「I  don`t care.  who you are, where you are from  か・・

     先月このバーで50代のオヤジに同じ言葉で口説かれたな。。

     はぁ。。」

 

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Radcaps UK

 

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RADCAPS was created over 10 years ago by James and Mary Selby, after a failed search to find replacement radiator caps during a home renovation project, we decided to make our own!

ラドキャップスは10年前にスタートしました。ホームリノベーションの際にラディエータ―キャップを見つかりませんでした。

After a few prototypes the RADCAP was created, it's easy to fit, looks good and maintains the functionality of the radiator valve, we've sold over 20,000 to our happy customers.

ラドキャップスの試作品が作られた後に、見た目も良かったのと、容易にフィットできたので、結果的に20000個以上、カスタマーにキャップを販売できました。

In 2012 we decided it was time to update our website and to add a few more radiator related products to our range, so we are pleased to announce that from January 2013 we will be stocking Pipe Collars and Pipe Sleeves.

 

2012年にウェブサイトをアップグレードしようと決め、いくつかのキャップを追加しました。2013年からPipe Collars と Pipe Sleevesを在庫します。

How did you earn your first sales? Which channels are now generating the most traffic and sales for you?

We originally started by using a 1&1 eCommerce website which worked 'ok' for the initial few years but then when the orders increased we needed a seamless platform that would not only provide us with a great looking site but speed up the time involved process order. Shopify was a game-changer, that not only got us ranked better but has increased our orders by 5x.

Shopify - Mindzai Toys

 

Mindzai Toys

 

 

 

 

Mindzai gives artists a great platform to showcase their work, while providing customers the hottest products.

ミンドザイはカスタマーにホットな商品を提供する一方で、アーティストの格好のショウケースの場を提供しています。

Mindzai also makes DIY toys: small blank dolls on which artists can unleash their creativity. Founder Chris Tsang realized that, while a $500 canvas isn’t affordable for everyone, the $10 DIY toys are accessible and original, allowing artists to exercise their imagination in a new way.

また、DIYおもちゃも制作して

It’s fitting that M

f:id:irenglish:20170806160125j:plain

indzai means just that: what your mind sees — your imagination.

We started Mindzai in 2006, it wasn’t always a shop, it was a blog before, and we met some great artists along the way.

Where I had the most fun was just trying to make a difference in other artists’ life. I wanted to do something to really help that creative world so we started Mindzai Creative Shop.

We wanted to sell something awesome, sell something creative so we started to pick toys, and do designer toys was just this awesome scene that we started to get into. Traditionally artists like to use wood canvas, printed canvas, or just a blank canvas to paint on.

A blank DIY toy is just another canvas. It just allows them to express their creativity in another way, and generally I find that you see something more fun and you see something different come out of the artists mind.

I love how these little toys are because not everybody can buy a $500 canvas, but almost anybody can buy a ten dollar little piece of art. It’s not a toy anymore, it’s something they want to put on their shelf and treasure.

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Shopify - Jill & Jack Kids

Jill & Jack Kids

 

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Jill and Jack Kids is a new social enterprise making playtime-worthy clothes for kids who dream beyond pink and blue. When Jenn couldn't find options for her daughter besides pink, frills and ruffles in the girls' section, and dark colours with truck and sports motifs in the boys' section, she decided to do something about it.

ジルアンドジャックキッズは子供が遊ぶ用のピンクやブルー以外のTシャツを作った社会企業です。ジェンが娘用のTシャツを探したとき、ピンクしかありませんでした。フリル付きの。少年コーナーには黒い色のものしかありません。違うものを作ろうとジェンは決心しました。

She went back to the drawing board, designing unique tees based on the measurements of real kids, and worked with a Canadian manufacturer to create fresh designs that both boys and girls love to wear.

ジェンはユニークなTシャツを作るためにカナダの会社と組んで、少年少女が本当に着たい服を作ることにしました。

 

How did you earn your first sales? Which channels are now generating the most traffic and sales for you?

We launched on Kickstarter in May 2014, and in less than 3 weeks over 450 backers contributed more than $20,000 to launch Jill and Jack Kids. We're now taking pre-orders through our online store on Shopify, have just launched our Facebook store, and are getting set up for point of sale transactions too! We've been getting some media attention recently too; we were also featured in the Globe and Mail recently.

2014年にキックスターターでラウンチし、3週間で450人のサポーター 2万ドルを集めました。そして会社を立ち上げました。今はショップファイで事前注文を受けてからの製作を行っています。メディアからの注目を集めています。

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Shopify - bytten

bytten

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Introduce your business and tell us your story: How did you decide on what to sell, and how did you source your products?

I had purchased a Fitbit to track my sleep and became interested in the data that was available about my sleep, the number of steps I took, and the ability to see trends over time. I liked the data, but thought it was ugly.

フィットビットを買ったんです。自分の睡眠トラックをレコードするために。いろんなステップを踏んだんですけど、どのレコーダーも醜いと思ったんです。

I did some research and realized I was not the only person who had this problem, so I decided to create a line of accessories to make fitness trackers look more like jewelry. My background is in technology, digital strategy and design and I realized I could do something about this problem.

リサーチをしました。そしてそう感じているのが自分だけじゃないと分かったんです。ですから、ジュエリーみたく見えるフィットネストラッカーを作ろうと思いました。バックグラウンドはテクノロジーですから、何かできると思いました。

Initially I produced products from a 3D printing company called Shapeways. I was able to quickly prototype and iterate on the designs. I started selling products that were produced exclusively via 3D printing (although the higher end metal pieces used 3D printing to print wax molds that were then traditionally cast).

最初はシェイプウェイという3Dプリンターを買いました。それですぐに試作品ができました。それから製品を販売し始めました。よりよい金属の材質を使いましたよ。

Since then I have sourced other manufacturing solutions for some of my pieces because 3D printing is not cost effective for mass production.

 

 

 

How did you earn your first sales? Which channels are now generating the most traffic and sales for you?

Our entire brand presence was built on social media. The company has grown organically one customer at a time. We were lucky to be able tap into several growing trends: 3D printing, wearable technology, wearable technology and fashion, fitness... so having those "hashtags" at our disposal has helped us accelerate our growth.

販売経路は全てSNS経由です。幸運でしたよ、3Dプリント、ウェアラブル端末、ファッション そしてフィットネス。これらのハッシュタグをつけて、成長を加速させました。

 

 

 

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グンゼ

1. Results of Operations

(1) Analysis of Full-Year Results Overview of FY2016

Consequently, the GUNZE Group’s consolidated net sales for the fiscal year under review amounted to ¥136,579 million (a year-over-year decrease of 1.3%). Consolidated operating income amounted to ¥4,206 million (a year-over-year increase of 14.9%). Consolidated ordinary income was ¥4,671 million (a year-over-year increase of 490.5%). As a result, GUNZE posted a consolidated net income attributable to owners of the parent amounting to ¥3,102 million compared to a consolidated net loss attributable to owners of the parent of ¥1,201 million recorded in the previous fiscal year

 

 

 

 

Results by Business Segment

[Functional Solutions]

In plastic film, mainstay shrink films enjoyed robust sales in Japan and Southeast Asia. The efforts to develop new markets in China by leveraging differentiating functions, and the increase in demand for industrial-use plastic film for Chinese smartphones, also contributed to firm overall sales of plastic films. In engineering plastics, tubes for industrial applications and semiconductor-related products both performed strongly, but this was not enough to offset the drop in sales caused by the sluggish office equipment market.

 

 

 

[Apparel]

Innerwear sales were robust due to expanded sales for differentiated products mainly in the women’s innerwear category, and expansion of high-growth channels. In leg wear, sales of the mainstay SABRINA brand performed impressively, driving overall category sales. Consequently, the apparel business posted net sales of ¥71,629 million (a year-overyear increase of 5.1%). This included sales contributed by the apparel retailers, which became subsidiaries of GUNZE in April 2016. The apparel business’s operating income was ¥2,505 million (a year-over-year increase of 12.2%).

 

 

 

(2) Analysis of Financial Position

1) Assets, Liabilities and Net Assets (Fiscal 2016 Overview)

As of March 31, 2017, total assets were ¥169,460 million, a decrease of ¥289 million compared to the end of the previous fiscal year. The main components of an increase in total assets included a ¥2,198 million increase in cash and cash equivalents, a ¥1,853 million increase in investments in securities, and a ¥1,207 million increase in buildings and structures. The main components of the decrease in total assets were a ¥4,315 million decrease in machinery, equipment and vehicles, and a ¥1,119 million decrease in notes and accounts receivable. Total liabilities were ¥61,106 million, a decrease of ¥2,003 million compared to the end of the previous fiscal year. The main components of the decrease included a ¥2,696 million decrease in long- and short-term debt (including commercial paper),. Net assets were ¥108,353 million, an increase of ¥1,714 million compared to the end of the previous fiscal year. The main components of the increase were a net income attributable to owners of the parent of ¥3,102 million recorded for the period under review, and a ¥1,666 million increase in unrealized gains on available-for-sale securities. Main components of a decrease were dividend payments of ¥1,589 million and a ¥1,321 million decrease in non-controlling interests.

 

 

 

(3) Summary of Cash Flows for FY2016

1) Cash Flows

As of March 31, 2017, consolidated cash and cash equivalents were ¥9,670 million, or ¥2,198 million more than at the end of the previous fiscal year. Below is an overview of cash flows and reasons for changes during the fiscal year under review. Net cash provided by operating activities for the fiscal year under review totaled ¥13,832 million, an increase of ¥2,057 million compared to the previous fiscal year. The major components of cash inflows included income before income and other taxes of ¥3,315 million, depreciation and amortization of ¥6,811 million, and a ¥1,121 million decrease in notes and accounts receivable.

 

 

 

(4) Outlook for FY2017

For the upcoming fiscal year, the Japanese economy is expected to experience increasing labor shortages in some industries and a stronger positive mindset among businesses, with expanding capital investment in equipment. Still, there are several risk factors that will cause the business environment surrounding the GUNZE Group to remain unpredictable. These include the potential for a downturn in the economy due to soaring raw material prices, unstable international situations, and a slowdown in growth rates in emerging economies. There is also anxiety about the future caused by the increasing burden of social insurance premiums, which caused consumers to remain strongly budget-minded. Against this backdrop, fiscal 2017 marks the initial year of the second phase of GUNZE’s medium-term management plan, called “CAN 20.” Toward the goals specified by its medium-term management plan, GUNZE will clarify key strategic challenges for each business segment and strive to sustainably enhance its corporate value.

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ホリデースポーツクラブ

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英語ー日本語

Corporate history

The company was originaly  estabilshed as a construction company in Aichi

prefecture by the founder and cuurent Ptresident Mr Kustsuna  in 1979.

The company used the knowhow it had acumulated from its activities in

building shops, condominiums and factories to begin its golf practice range

business in1989, its sports club operation in 1996 and its hotel business in 1999.

 

企業史

会社は愛知県にて1979年に建設会社として設立されました。

ビル店舗やコンドミアム、1989年に始めたゴルフ関連ビジネスを始めるのための店舗建設などで培われたノウハウや1996年のスポーツクラブ経営 1999年のホテル経営のノウハウを使ってきました。

 

 

The Holiday Sports brand  sports club operation is the main growth driver amongst the company`s business and accounts for approximately 80% of sales. The major companies in the sector, led by the top operator Konami sports have built up their businesses by develoing luxirious facilities  aimed at city dwellers and have engaged in an ever-widening, highly competetive war of attrition centered on the concept of sports training.

 

ホリデースポーツブランドは企業の中の80%の売り上げを占める成長ファクターです。コナミをはじめとしたトップ企業は豪華な施設を設備士、都市型住民に狙いを定めたビジネスを構築してきました。それはスポーツトレーニングにフォーカスした激しい競争を強いる、終わる事のない消耗戦です。

 

In contrast, Holiday Sports Club  concenrates on regional 

cities( with population of 100,000 and above) and  has leveraged both facets of its unique knowledge base - its "hard"  attributes such as its knohow in building and operating its own, effiicient facilities and its  "soft" features which include providing reasonably priced and health-building services to first timers - to become the 8th largest company in the sector by sales and by far the most profitable company in terms of ordinary income.

 

反対に、ホリデースポーツクラブは地方都市(10万人以上の人口)に力を入れてきました。建物や効果的な設備などのハード、リーズナブルな値段設定などのソフト面などのノウハウの両方をレバレッジした結果、業界において売り上げ、そしてダントツの収益率において第8位の会社になりました。

 

 

 

 Business Strategy

With Japan facing the problems of  an aging society and a 

falling birth-rate and helth-oriented consumption booming 

 among seniors, the future growth prospects for this market look very promising.

 

ビジネス戦略

日本は高齢化や少子化といった問題に直面し、高齢者の間では健康志向の消費が活発化しています。この市場の将来成長予測は有望です。

 

 The sector which is made up of sports club s aimed at eliminating insufficient levels of physical exercise amongst urban dwelles is a business model characterised bya red ocean of excessive competition,huge amonts of capital expenditure and an extremely difficult environment in which to make money.

 

都市生活者に向けて運動不足を無くすかが目的になっているスポーツクラブ産業は過度な競争が展開するレッドオーシャンのビジネスモデルです。多額の資本が投資され、利益を生むために過度に厳しい環境を生んでいます。

 

 

 

By contarst, the development of the motorization of regional areas has created an environment  in which the level of inadequency  in physical exercise  amonst residents is even higher than that for urban dwellers resulting in latent demand for sports  clubs to help them maintain good health and eliminate the problem of insuffcient exercise from their lifestyles. 

一方、地方エリアの車社会の発達は、都市型住民よりもずっと多くの地方に住む運動不足に悩む人々に、健康と生活習慣からくる運動不足を解決するための環境を作り出しました。 

 

 

That said, regional sports club have,to date, consisted of swimming schools aimed at children and the conventonal wisdom in the sector has been that the prospects for making monery from the development  of sports clubs for adluts are bleak. In the face of this commonly-held view, Tosho has built up its business model to suit the demands of  adult residents of regional areas keen to improve their health on the foundation of its key principles of building low cost, high -quality facilities low free operating structure and continues to win through with these core concepts.

 したがって、地方スポーツクラブは現在では、子供をターゲットとしたスイミングスクールを所有しています。通常の概念では、利益を出すためには現実は厳しい大人向けのスポーツクラブを作らなければならないとなっています。

この既に持たれている概念に対抗し、東祥は地方エリアの大人にの需要に適したビジネスモデルを作り上げました。低価格で上質な設備のもとで低価格の運営でユーザーの健康を促進する、そしてこれらのコンセプトで勝ち続けることを目指しています。

 

 

 英語ー日本語

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 施設型サービス産業において継続成長戦略

 

1、市場 10万人ー15万人のターゲット

 ビジネスモデルが適合するエリアでの施設オープン

 

2、成長  新しいビジネスモデルの開発

 時代の変化への対応

 

3、新商品  新しい運動プログラムの導入 新システム&新商品

  商品を開発することにより常にヒットプログラムを産む

 

4、営業  フライヤー ウェブ 口コミ

   スピーディーなメンバー登録と契約

 

5、サービス  社員・講師教育 施設や環境設備

 安全 心身ともに健康で、感謝を伴ったサービス

 

 

 

 

 BSシート 英語ー日本語

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当期純利益率:17.4%

 

 

 

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当期純資産率:47% 

 

 

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