"1915 65438+10.4, JTB opened a service office in Tokyo Railway Station and began to sell train tickets as an agent; Starting from 1927, the tourism agency sales business was expanded, and the agency fee income gradually exceeded the membership fee income; 1925 sells the coupon' travel coupon', which can determine the travel route according to the needs of tourists and provide tourists with car, boat tickets and accommodation coupons. " Yamazaki's moral theory
The development of JTB is not smooth sailing. 1949, JTB was disqualified from selling tickets for national railways as an agent, and its income suddenly decreased by more than 80%, which put the enterprise in a crisis of survival. "Opportunities are often brewing in crises. In the face of difficulties, JTB actively expanded other business channels, and achieved business development and reversal of operating income by selling hotel accommodation vouchers, scenic spots tickets and other projects. " Yamazaki's moral theory
In the era of Japan's tourism popularization, JTB has also launched a travel gift certificate that can directly purchase travel packaged products and routes, in addition to single accommodation vouchers and travel vouchers. Yamazaki was praised as "an epoch-making measure in the history of JTB development". These bills are sold in the form of travel vouchers and travel gift certificates. It can be used by tourists themselves or given as a gift to others. "Yamazaki moral said," the travel ticket is equivalent to cash when used, ready to use. Once the travel coupons are sold, the company can withdraw funds, which largely solves the cash flow problem in the business process. "
In 1980s, JTB expanded its business scope to the fields of finance and insurance. JTB card was issued in June 1983, travel coupons were planned to be launched in June 1985, general merchandise coupons were issued in June 1987+0 1, and Japan International Injury Fire Insurance Co., Ltd. was established in July 1989 ... as an aircraft carrier of comprehensive tourism enterprises.
Entering the 2 1 century, in the face of Japan's long-term economic downturn, JTB actively seeks new business models and sails corporate aircraft carriers to the new blue ocean. In February, 2000, "JTB Welfare" was established under this background, aiming at providing outsourced recuperation and holiday services for employees of various companies. In April of the same year, JTB and Yahoo Japan, Japan's largest portal, jointly established "Tavigator", which took advantage of Yahoo's network convening ability and combined with JTB's tourism professional services to become a leading enterprise in online travel sales in Japan.
Management: from system construction to brand construction
Why can an enterprise remain evergreen for a hundred years in a highly competitive market?
"From the beginning, JTB regarded employees as the property of the company." Yamazaki said that JTB attached great importance to the formal education of employees.
1962, when jtb was 50 years old, he opened the central research institute in Tokyo. 1973, Kansai College was established in Osaka; 1982, JTB launched the "New JTB Movement" on the occasion of its 70th anniversary.
"jtb service project clearly stipulates that in order to let guests say' this is JTB', we greet guests with sincere smiles; In order to make our guests feel' worthy of JTB', we provide our guests with professional services with rich knowledge and information. In order to let the guests say' JTB' will be used next time', we stand in the position of the guests and provide sincere service to them. "Yamazaki's moral theory.
Shaping self-disciplined and creative employees has become the goal of JTB Group to train employees. Therefore, JTB has established an education system with 187 branches-JTB University. Yamazaki Morality said: "The company will offer corresponding training courses according to the working years, positions and business contents of employees, combined with the network, and the content can be said to be all-round."
Japan's JTB is developed in the mode of "quasi-specialty store", which not only acts as a product designer, but also has a perfect retail store. In order to let Shanghai tourism peers know more about JTB, Yamazaki Daoyi took "watching JTB" as an example to explain JTB's brand "quasi-specialty store" model.
In Japan, "Look at JTB" is a well-known overseas travel brand. Every year, more than 6.5438+0.3 million tourists will choose the brand's tourism products. "In the past, there was a department at JTB Group headquarters responsible for the planning, production and sales of brand products. Later, we set up a special company: JTB World Holiday, which is responsible for designing JTB products that can meet the needs of various sales companies. JTB World Holidays is responsible for planning and producing products, and local branches sell them and get commission income from them, which greatly improves the enthusiasm of each branch. " Yamazaki's moral theory
In 2006, JTB Group started the branching process. That is to split a large group into 14 subsidiaries. Each subsidiary operates independently. "In the past, all the rules and regulations were formulated by JTB headquarters, which was relatively boring. When making strategic decisions, subordinate companies have to wait for orders from headquarters, which may delay business opportunities. " Yamazaki Daoyi explained the reason for the JTB branch. "In order to help subsidiaries adapt to the development of the local market and help the company make business decisions and judgments quickly, we set up a branch of 14 to implement independent management. At present, * * * has thousands of business outlets. "
On the other hand, in order to prevent the cohesion of the branch from declining, the company also held a special meeting on tourism strategy of the whole society to enhance the overall cohesion and execution of the group.
In 2004, JTB repositioned sightseeing as a cultural exchange industry, providing tourism services with the theme of "interpersonal communication".
In 20 1 1 year, JTB launched a new brand concept of the group, formulated the "JTB way" and determined the brand slogan "take action".
Today, JTB is still the famous king of global tourism, with more than 26,000 employees, and its business involves tourism, leisure and vacation, hotel catering, conferences and exhibitions, finance and insurance, real estate, architectural decoration, education and health, technical information, advertising and entertainment, printing and publishing, transportation and logistics, network IT and other fields. Among them, the proportion of 20 10 tourism reached 88.5%, accounting for an absolute share.