3月26日，在亚洲青年领袖论坛“亚洲的未来”青年领袖交流会上，日本航空董事、日本航空中国区总代表佐藤靖之发表了主旨演讲。
全文如下：
尊敬的各位贵宾：
大家下午好！我叫佐藤靖之，是日本航空公司中国总代表。今天非常感谢给我这个机会，很荣幸参加这个论坛。我是第一次来广州南沙，我感觉吓一跳，环境很好，很棒的发展。
接下来，我会用英语来介绍。因为在座有许多青年领袖和高管，我会重点挑选一些有意思的或者可供参考的内容。我会介绍日本航空公司的重组历史——我们的经历、2030年愿景以及与愿景相关的数字化转型、数字创新和可持续发展。
先简单介绍一下日本航空公司。我们于1974年开始运营，这意味着明年我们将迎来50周年。成立时，我们运送了大熊猫，还把樱花树带到了中国。我们有一个全球网络。我知道很多人需要前往世界各地，我的建议是：下次坐飞机去美国，与其在美国转机，不如试试在日本转机再去最终目的地，我保证会很舒服。
现在谈谈我们的重组。在屏幕底部，有一个条形图。那是2010年，实际上，我们破产了。在此之前，的确可以找到一些借口：我们经历了非典、9·11事件、金融危机。但我们也不稳定，我们有些年盈利、有些年亏损。然而，破产之后，稻盛和夫先生出任董事长，我想很多人都知道他的名字。他做了什么？只做了两件事情——两件大事情。
一是重申企业价值观。我们一直有企业价值观，但大多数员工不知道、不在乎。当稻盛董事长重申价值观后，每个人都必须遵循。这是第一件事。另一件事，我们称之为部门管理。每个部门每天都要做这样的损益表，需要盈利。当然，有些部门没有任何外部收入，我们就设立了内部交易机制，将收入分给每个部门。
我们做了这两件事情后，我们在条形图上可以看到，2010年之后，我们收支稳定下来并且实现盈利。当然，我们现在又遭遇了新冠疫情，但是我们今年已经盈利了，所以，这是一个很大的变化。我知道许多人可能不理解，不相信仅仅两件事情就能引起这么大的改变。由于时间关系我不能继续展开，如何你有任何疑问，我们可以继续探讨。
这是我们的愿景。到2030年，我们想要什么？我们希望成为世界上最受青睐的航空公司。我们要怎么做到这一点？让人们随时随地安全舒适地旅行——安心。另一个是可持续发展。人们必须感到幸福，这就是我们必须做的。谈到舒适，我们如何让客户感到舒适？我们必须数字化：数字化转型、数字化创新。在数字技术方面，人们的喜好和需求，每个人都不一样，我们怎么办？使用数字技术去了解每个人 ，使用他们在旅行前、旅行期间、旅行后的个人数据，我们去进行沟通并提供个性化方案。
如何抓住重点？我们做的其中一种分析，我们称为客户旅程亮点和痛点分析。比方说移民关卡，路程很长，这是一个痛点。假设你去机场休息室，感到快乐，这是一个亮点。这种愿景、这种分析，让我们了解到可以改进的领域、必须提升的领域。这是让我们的客户感到舒适的方法之一，即个性化服务。最后，服务本身实际上是由我们的地勤人员和机组人员完成的。我们必须将这些数据提供给他们以使其更容易工作，他们需要的数据，例如时间或数据。这是我们的另一个方法。
最后一点是可持续发展。这包括很多方面，但我认为关键之一是可持续旅游。什么是可持续旅游？更像是一种环保活动。环境的确很重要，然而不仅仅是环境，社会和经济也很重要，这三个要素必须协同工作。假设我们想保留这种传统文化必须谨慎，逐年接管，人们需要参与进来。经济方面，我们必须提供收入机会和稳定的就业。因此，这三项资产必须协同工作，这是可持续旅游的关键。
我的演讲到此结束。谢谢大家。
最后一条信息：疫情已经过去，我们去旅行吧。
Sato Yasuyuki says Japan Airlines eyes to be a most preferrable airline in the world
On 26 March, Sato Yasuyuki, board member of Japan Airlines and general representative of Japan Airlines (China), delivered a keynote speech at the Youth Leaders Exchange on “Future of Asia” of the Asia Youth Leaders Forum. Following is the full text of the speech.
Distinguished guests,
Good afternoon. I am Sato Yasuyuki, the general representative of Japan Airlines (China). Thanks for giving me this opportunity. It is a great honor to be here. This is my first time in Nansha, Guangzhou. I am amazed by the good environment and the good development.
Ok. From now on I’m talking in English. Because so many young leaders and executives are here, I try to pick up those mainly interesting or good for reference. Talking about our Japan Airline’s restructuring history, what we had. And the Vision 2030. And linked to the vision, we talk a little bit about the digital transformation and digital innovation, as well as sustainable development.
Quickly talking about Japan Airline itself, we started operation in 1974. That means next year we will have the 50th anniversary. The time started, we brought giant panda and cherry blossom tree to China, and we had a worldwide network. I know that many people travel around the world. One suggestion: next time, if going to United States, instead of transit in United States, please try transit in Japan, going to final destination. I promise it would be comfortable.
Talking about our restructuring. At the bottom, this is a bar graph. That was year 2010. Actually, we had a bankruptcy. Before that, yes, some excuse. Let’s say we had SARS, 9/11, financial crisis. But not stable. Some of the year we made a profit. Some of the year we lost. However, once after bankruptcy, Mr. Inamori became our chairman, I think many of the people know his name. He became our chairman. What he did: only two activities. Major two activities.
One is to reinstate company philosophy. We had the company philosophy before. However, most of the employees didn’t know, didn’t care. However, once Chairman Inamori came and reinstated it, and everybody had to follow this philosophy. One topic. And the other one, we called divisional management. Each division had to make that kind of profit-and-loss table every day. Make a profit. Of course, some of the departments didn’t have any income from outside. We did have an internal trading to give the revenue to each department.
And once we did these two activities, let’s see on the bar graph, after year 2010, we became stable and made a profit. Of course, we had the COVID. However, this year we can make money already. So that is big change. I know most of the people don’t understand, don’t believe only two activities can change so much. I cannot talk too much because time is limited. If you have any questions, let me know.
This is our vision. Year 2030, what do we want? We want to be a most preferrable airline in the world. To do so, what do we have to do? The people travel anytime anywhere with safety and comfort – peace of mind. The other one is sustainable development. The people have to feel happy. That is what we have to do. Linked to the comfort, how do we make our customers comfortable? We have to utilize digital: digital transformation, digital innovation. Talking about digital. The people’s requirements. People’s needs. Individual people require different needs. How do we do? Using the digital to understand each people – using the personal data before travel, during the travel, and after travel – we do the communication and give the individual offer.
How to pick up the point? One of the analyses, we call customer journey mapping and gain-point-and-pain-point analysis. Let’s say immigration, you have to go through a long run. That is a pain point. Let’s say you go to the airport lounge and feel happy. That is a gain point. That kind of vision. That kind of analysis. We pick up what area we can improve, what area we have to do. That is one of the methods to make our customer comfortable. It’s a personalized service. Finally, the service itself is actually done by our ground stuff, or flight crew, or cabin crew. We have to give those data to them to make it easier to work, or those data which they need, like time, or like data. Give to them. That is another way of what we are doing.
The last point is sustainable development. There are many activities. But I believe one of the keys is sustainable tourism. What is sustainable tourism? More like an environmentally friendly activity. Yes, environment is important. However, not only environment. Society and economy. These three elements have to work together. Let’s say we want to keep this traditional culture, but have to take care, take over year by year. The people need to be there. So economy, we have to give income opportunity and stable employment. So these three assets have to work together. That is key of sustainable tourism.
This is the end of my presentation. Thank you so much. Last message: the pandemic is over; let’s go on a trip.
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