【精品】翻译熏香依依61

I have mentioned two key points that we must insist on our cooperation when we talked
about it recently and on American Exhibition.
Firstly, we persist in enjoying our exclusive right in mainland, this is a basic point. Secondly,
the quality of products is guaranteed. We can mutual understand the point of product quality but
the exclusive right in mainland. Please allow me to explain the reason why we cannot accept your
view, I feel sorry that I have not made clear the importance to you.

1, We agree with your points. It is really correct to separate different agents to China
mainland markets. However, there is a necessary precondition that one head office should be set
up, execute authorized and responsible for the control of the whole market. Furthermore, we
believe the head office must be built in mainland instead of America or Hong Kong. It is because
we can deeply comprehend that cultural diversity can result in different working way. It is
common that there are 6-8 agents in American market, but will you set up the agents like this way
if your head office is not in America? It is unavailable for you to have two agents controlling
China market respectively. The reasons are at listed:
How do you ensure the market control will be effectively executed in case the American and
Hong Kong office address is not in China? In fact, at present the Hong Kong head office is not in
mainland indeed, which only sells the products to the distributors. In that case, how can they
regulate and control the behavior of distributors? We can 100% ensure that you totally do not
understand Chinese working way if you believe that work can be achieved successfully only in
case the areas are marked in the contract. Moreover, it is very convenient to deliver the products in
domestic China, so the distributor under the agent will sell the products to other area without
considering too much, just in order to increase their sales amount, if they are not strictly controlled
by the head office. So how does the Hong Kong agent control his domestic distributors? We do not
think there exist a high effective measure.

2, I would like to take some examples as below to illustrate how some American brands are
sold in China:
First, it is Royal Canin and American Purina. Royal canin sets up a general agent in China,
and then establishes the secondary agent in each area. Purina authorizes a head office in mainland
to regulate and control the whole market, and then sets up the secondary agent in each city.
Another example is Naturapet, whose Hong Kong Company runs a branch office in mainland,
which is responsible for exploiting the domestic secondary agents.
The companies above are all successful, just because they have taken a mode of “Head office
+ Secondary agent” instead of “Two head offices with equal position”, besides that their markets
are totally separated and independent in Hong Kong and mainland.

3, Another important question raised, How much capacities and labor power should be
devoted to promote the market by just an area agent? I have mentioned that according to our
experience, we 100% ensure that the office in America and Hong Kong cannot effectively control
the secondary agents in mainland. And we believe that the sale amount of any brand is related
closely to the great promotion activities. It will influence our positivity to promote the
advertisement and exhibition if we cannot get any return from the market which we have devoted
too much. This is a fatal phenomenon to every brand.