讀萬卷書，不如行萬裏路。上個月，在新加坡，我有兩大收獲，第一學會了一種工具，通過手機掃描報紙，將其轉換爲word文件，並將內容翻譯成中文。第二，這篇文章的主題是采訪新加坡航空公司的CEO(請參考圖片)，所以妳/你可以近距離地了解世界一流公司，原汁原味的高管視角。我非常欣賞世界上最好的公司的觀點: 不斷産生新想法和突破邊界的過程才是轉型最重要的結果。
enjoy your learning，your comments are highly appreciated.
Chinese contents are followed by Englishcontents
(中文內容之後是英文內容)
新航首席執行長吳俊鵬 (Gon Choon Phong)說，公司希望確保自己作爲市場領導者的地位，並繼續激發員工的熱情。
爲了更好地管理旅程，必須讓每個階段的工作人員了解情況，以防需要跟進。新加坡航空也在關注潛在客戶的“痛點”。例如，當處理呼叫中心或航班中斷。
SIA Chief Executive Gon Choon Phong says the airline wants to ensure its place as the market leader and continue to inspire passion in its people.
To better manage journeys, staff at each stage must be kept in the loop, in case follow-ups are needed. SIA is also looking at potential customers” pain points”. such as when dealing with the call centre or when flights are disrupted.
作爲轉型的一部分，新加坡航空正在尋找志同道合的合作夥伴
這就是與馬來西亞航空公司進行談判的原因
新加坡航空(SIA)首席執行官吳俊鵬說，隨著新航(SIA)在競爭日益激烈的情況下繼續轉型，一個關鍵的戰略是找到合適的航空公司合作夥伴來共同發展。
這就是爲什麽新航和馬來西亞航空公司(MAS)正在討論潛在的合作領域。但他補充稱，沒有談到股權。
在最近的一次采訪中，他告訴《海峽時報》，“在這一時點，討論不涉及任何股權，”強調焦點純粹是商業性的。
這平息了自6月份以來的傳言，即新航可能入股這家陷入困境的馬來西亞航空公司，或兩家航空公司正考慮合並。新加坡航空和新加坡航空此前宣布，兩家公司正在探討建立廣泛的戰略合作夥伴關系。傳言開始散布開來
具體細節尚不清楚，但兩家航空公司當時表示，計劃以現有的代碼共享協議爲基礎，該協議涵蓋新加坡和馬來西亞之間的航班。
新加坡航空和馬來西亞航空目前有一項代碼共享協議，允許它們的客戶搭乘這兩家航空公司運營的航班，從新加坡飛往馬來西亞的四個地點——吉隆坡、槟榔嶼、古晉和哥打京那巴路(Kota Kinabalu)。
吳俊鵬表示:“我們相信，合作將增強馬來西亞航空和新加坡航空的實力。”
SIA seeks like-minded partners as part of transformation
That’s the reason for discussions with Malaysia Airlines, says CEO as he quashes merger talk
As Singapore Airlines (SIA) continues to transform its business in the face of growing competition, a key strategy is to find the right airline partners to grow with, said its chief executive officer Goh Choon Phong.
This is why SIA and Malaysia Air lines (MAS) are discussing potential areas of cooperation. But there is no talk of equity, he added.
“At this point, the discussions do not involve any equity stake,” he told The Straits Times in a recent interview, stressing that the focus is purely commercial.
This puts to rest rumours since June that SIA may take a stake in the troubled Malaysian carrier, or that the two airlines were considering a merger. These came after SIA and MAS announced that they were exploring a wide-ranging strategic partnership..
Details were scant but the plan the carriers said then, was to build on the existing code share agreement that covers flights between Singapore and Malaysia.
SIA and MAS currently have a code-share deal that allows their customers to fly between Singapore and four points in Malaysia -Kuala Lumpur, Penang, Kuching and Kota Kinabalu – on flights operated by either carrier.
Mr Goh said: “We believe that working together will strengthen both MAS and SIA.”
新航集團可以利用這家馬來西亞航空公司的網絡，尤其是國內航線，而新航可以幫助馬來西亞航空擴大其國際影響力。
“我們可以爲馬來西亞航空公司提供更多的國際連接，到他們現在沒有飛到的地方。例如，歐洲，或者可能是美國，”他說。
與包括漢莎航空(Lufthansa) ， Air New Zealand和斯堪的納維亞航空公司在內的夥伴航空公司進行此類合作，幫助新航拓展了其全球業務。“作爲轉型過程的一部分(2017年啓動的三年計劃)，我們已經著手打造非常強大、深入的夥伴關系;這不是我們過去經常做的事情。
其目的是爲客戶提供更多的航班和目的地選擇
-在新航和其夥伴航空公司。吳俊鵬說，
在2017年。新加坡航空啓動了爲期3年的轉型，對運營的各個方面進行審查。一年後，它公布了自己的數字藍圖。
吳俊鵬表示，轉型之旅改變了新加坡航空的思考和運營方式。
顧客一直是焦點，但技術使航空公司走得更遠、更快，更好地了解顧客，使服務個性化。他說。
The SIA group can ride on the Malaysian carrier’s network, particularly on domestic routes, while SIA can help MAS expand its international reach.
“We can help provide more international connectivity for Malaysia Airlines, to places they don’t fly to now. For example, Europe, or potentially the United States,” he said.
Such tie-ups with partner carriers, including Lufthansa, Air New
Zealand and Scandinavian Airlines, have helped SIA to expand its global reach. “As part of the transformation process (a three-year plan launched in 2017), we have gone out to strike very strong, deep partnerships; not something we used to do in the past, “Mr Gohsaid.
The aim is to give customers more flight and destination options
-both on SIA services and that of its partner carriers, he said.
In 2017. SIA launched its three year transformation to review all aspects of operations. A year later, it unveiled its digital blueprint.
The transformation journey has changed the way SIA thinks and operates, said Mr Goh.
Customers have always been the focus, but technology has enabled the airline to move further and faster, to get to know customers better so that service can be personalized. he said.
在高級艙裏，這意味著要知道顧客喜歡吃什麽、喝什麽、讀什麽、看什麽，甚至是他們睡衣的尺寸。
行業分析師表示，對新航而言，在曠日持久的航空霸權爭奪戰中，改革至關重要。
吳俊鵬表示:“我們希望確保自己成爲無可爭議的市場領導者，繼續激發員工的熱情，並擁有充滿活力的創新文化。”
2011年成爲這家航空公司首席執行官的吳表示，爲了成功地利用科技，人們的心態必須改變。
他補充說，員工們反應良好，透露了爲創新實驗室增加空間的計劃。該實驗室一年前剛剛在機場附近的新航集團體育俱樂部(SIA Group Sports Club) 使用。到今年年底，KrisLab的面積將增長約70%，達到391平方米。
該空間允許員工與外部合作夥伴(包括初創企業和已建立的孵化器)開發創意和共同創新。
爲了支持信息技術的推進，IT部門在兩年內幾乎將員工人數增加了一倍，達到約330人。新聘人員包括數據科學家、工程師、數字和用戶體驗(UX)策略師以及設計思維專家。
吳先生說:“我們想要非常確定，我們能夠繼續爲我們的客戶提供最好的服務和産品，並繼續吸引他們。”
In premium class, this means knowing what customers like to eat, drink, read and watch – and even the size of their pyjamas.
For SIA, reform is critical in the protracted battle for air supremacy, said industry analysts.
Mr Goh said: “We want to ensure that we are the undisputed market leader, continue to inspire passion in our people and have a vibrant innovation culture.”
To successfully leverage technology, mindsets had to change, said Mr Goh, who became CEO of the air line in 2011.
Staff have responded well, he added, revealing plans to add space to an innovation lab that opened just a year ago at the SIA Group Sports Club near the airport. By the year end, KrisLab will grow by about 70 percent to 391sq m.
The space allows staff to develop ideas and co-innovate with external partners, including start-ups and established incubators.
To support the information technology push, the IT division has almost doubled its headcount to about 330 people in two years. New hires include data scientists, engineers, digital and UX (user experience) strategists and design thinking experts.
Mr Goh said: “We want to be quite sure that we are able to continue to provide the best service and products to our customers, and continue to be attractive to them.
“我們的做法與其他許多航空公司不同的是，我們從開始到結束都在關注這件事。它是關于旅程管理、客戶體驗管理……這不僅僅是一個特定的接觸點。”
爲了更好地管理旅程，必須讓每個階段的工作人員了解情況，以防需要跟進。
新航也在關注潛在客戶的“痛點”，比如在與呼叫中心打交道或航班中斷時。
吳先生說:“例如，如果有航班中斷，我們知道誰是受到不便的客戶。所以即使沒有他們寫信來要求退款，我們也會主動處理。”
這使得此類交易的等待時間從9天或10天縮短至一天。
吳先生表示，良好的機上娛樂和服務，以及廣泛的航線網絡也很重要。他補充稱，新航在2022年開始運營其新波音777-9飛機時，將會推出盛大揭幕的新的座椅和其它飛機功能。
可持續發展是新航關注的另一個重點，該公司會定期提出一些想法，以優化燃料使用，轉向更環保的産品，並減少食品和其他垃圾。
“What differentiates our approach from what many other airlines have done is that we are looking at this from start to end. It’s about journey management, customer experience management…
It’s not just about one particular touch point.”
To better manage journeys, staff at each stage must be kept in the loop, in case follow-ups are needed.
SIA is also looking at potential customers” pain points”, such as when dealing with the call centre or when flights are disrupted.
Mr Goh said: “if there’s a flight disruption, for example, we know who are the customers who have been inconvenienced. So even without them writing in and asking for a refund, we will proactively process (this) on our end.”
This has cut waiting time for such dealings from up to nine or 10 days, to just one day.
Good in-flight entertainment and service and an extensive route network are also important, Mr Goh said, adding that the next big unveiling for seats and other aircraft features will be when SIA starts flying its new Boeing 777-9 in 2022.
Sustainability is another focus for SIA, with ideas churned out regularly to optimise fuel use, switch to more eco-friendly products, and cut food and other waste.
吳先生說:“最終，不斷産生新想法和突破邊界的過程才是轉型最重要的結果。”
航空咨詢公司 Endau Analytics的舒科爾•尤索夫(Shukor Yusof)表示，新加坡航空的努力正在取得回報。
從去年4月到今年3月，該航空公司公布了其有史以來最高的年收入163.2億美元，盡管燃料成本的上漲使其利潤減少了近一半，僅爲6.827億美元 (4.2%)。
舒科爾表示:“新加坡航空正以一種全新的思維方式處理業務……它還通過與勝安航空(該集團的地區子公司)合並，來整合集團內部的業務。它更主動而不是被動的能力，確保了它將保持領先。”
“In the end, the process of continuing to generate new ideas and pushing the boundaries is really the most importan toutcome of transformation,” said Mr Goh.
SIA’s efforts are paying off, said Mr ShukorYusof from aviation consultancy Endau Analytics.
From April last year to March this year, the airline reported its highest-ever annual revenue of $16.32 billion, though higher fuel costs nearly halved its profits to $682.7 million.
Mr Shukor said: “SIA is approaching the business with a new mind set… It is also consolidating business within the group by merging with Silk Air (the group’s regional arm). Its ability to bemore proactive, instead of reactive, ensures it will stay ahead of thepack.”