讓賽斯納重回第一位置

吳景奎簡介 About Wu Jingkui

2011年7月，被賽斯納飛機公司任命為其北亞地區副總裁，主管公司在本地區的銷售和市場發展工作。2007年7月，吳景奎任德事隆中國公司副總裁，他還擔任美國中國商會的航空航天分會聯席主席，萊特兄弟美中航空合作項目（ACP)通航委員會聯席主席。在加盟德事隆前，吳景奎為美國洛克希德-馬丁全球有限公司的大中華區業務發展總監。

Wu Jingkui was appointed vice president of Cessna North Asia in July 2011， responsible for sales and business development in the region. In July 2007， Wu became Cessna China vice president. He is co-chair for the aviation and aerospace section of America Chamber of Commerce in China， co-chair of aviation committee of Wright Brothers U.S.-China Aviation Cooperation Program (ACP). Before joining Textron， Mr. Wu was business development director of Lockheed Martin Greater China.

“我的目標就是把賽斯納重新帶回到第一的位置！”賽斯納飛機公司北亞地區銷售及市場發展副總裁吳景奎近日在接受本刊專訪時堅定地表示。2011年7月，吳景奎由賽斯納母公司美國德事隆集團中國區副總裁出任現職，意味著德事隆在華戰略布局的轉變。

吳景奎也坦言，其任命既是集團戰略布局的重要一步，對他本人也是一個新的挑戰。“我過去4年多在集團工作，能深入了解集團的整體發展思路，能夠與兄弟公司形成合力，整合資源，比如集團旗下的貝爾直升機、E-Z-GO高爾夫球車、JACOBSEN 剪草機等，很多的客戶資源這幾家公司是可以共享的，過去這幾家公司的很多客戶資源可能做不到整合效應，也就是‘one Cessna one team’，但現在我要做的是‘one company one team’。”

賽斯納歷經80多年風雨歷程發展壯大，產量仍能夠保持第一，總有它獨特的競爭優勢，在安然度過2008年的金融危機后，賽斯納依然勢頭強勁，投入巨資進行新產品研發。“在中國市場，過去幾年我們的確有所落后，我的目標就是把賽斯納重新帶回到第一的位置。”吳景奎對此頗為自信。

吳景奎認為，除了集團品牌和兄弟公司的產品，更重要的是賽斯納擁有世界上最完整的飛機生產線，產品涵蓋獎狀系列噴氣公務機、凱旋號單發渦槳飛機、賽斯納單發活塞輕型飛機三個系列。值得一提的是，目前世界上超過一半的通用航空飛機都產自賽斯納，可以滿足在中國不同城市和不同經濟條件的需求。

對于不斷增長的中國私人飛機客戶和不斷變化的客戶需求，吳景奎一直有著切身的感受。“過去幾年，中國的購機客戶傾向于買更大更豪華飛得更遠的飛機，這與中東、俄羅斯的發展軌跡較為類似，但從廠商的角度切身感受到中國客戶趨于理性的選擇，比如初次購機可能有炫耀的目的，但在實際運營中的高成本可能成為機主的負擔，如同買車一樣，不能買了房車當賽車用。”

吳景奎向本刊介紹，更多的客戶從最合適的角度來選擇品牌和機型，公司會與客戶溝通了解其用途、主要目的地、運營里程、資金狀況等來推薦產品，“沒有最好的，只有最合適的。”他說。

吳景奎上任后除了內部的資源整合，還不斷加大銷售業務推廣力度，把中國市場劃為西南、西北、中南、華東、華北等區域，專門配備得力的銷售總監開拓市場。“這是我們一個巨大的變化，過去我們較為依賴代理，同行企業幾年前開始配置自己的銷售團隊，而我們是不做則已，一做就在全國鋪開。”吳景奎告訴本刊。

吳景奎認為他今后一到兩年最大的挑戰之一就如何把這支成員背景各異、各有所長的團隊帶成冠軍團隊，使賽斯納重回市場第一的位置。除此之外，更重要的是要把賽斯納打造成最受客戶推崇、最先讓客戶想到的綜合服務提供商，而這也正是賽斯納提出公司轉型的一個重要落點。

“中國市場還處于發展初期，很多客戶不知道怎么做，整個產業鏈不完善是壓制需求的主要原因，作為產業鏈的頂端，我們有責任為客戶提供多種服務，包括購機咨詢，購機手續辦理，飛機的運營托管等。賽斯納自身也有這個能力，公司在美國有一個近100架飛機的機隊，全球有近300家的CPC 飛行培訓中心，未來公司很可能也成立一個托管機構，公司與中航國際、中航材等優秀企業都保持很好的合作關系，賽斯納與其他頂尖公司共同打造服務產業鏈是完全有可能的。”吳景奎最后向本刊亮出了賽斯納在中國市場的宏偉規劃戰略。

當被問及最喜歡公司的哪款飛機，有沒有好的公務機推薦時，吳景奎饒有興致地告訴本刊：“公司18款飛機設計都不同都很有特點。如果對時間要求比較高，我個人傾向于獎狀十這款飛機，優點就是快，除了戰斗機之外它最快，時速可達975公里，民航飛機時速一般在800多公里；另外它飛得高，高度可達15000米，民航飛機的飛行高度一般在12000米左右，而價格只有2200萬美元，并能乘坐9個人。”

吳景奎對中國公務航空市場的發展態度非常樂觀，他認為，國內的公務航空市場年均保持15%~20%的增長應該不成問題，不排除個別地區增速會高一些。整個產業鏈的完善和外部環境的搭建還需要較長一段時間，政府也在鼓勵外資、民資進入這個市場。

“賽斯納在這個市場中的目標就是要做公務機中的奧迪A6，打造符合中國國情與定位的過硬產品。”吳景奎最后將賽斯納的發展目標做了形象生動的描述。

“My goal is to take Cessna back to top，” Mr. Wu Jingkui looked very determined when he talked with U-Jet recently. Wu is the director of sales and business development of Cessna North Asia. He took the position as the vice president of Textron China; Textron of the U.S. is the holding company of Cessna， and the appointment indicates Textron’s strategic shift in China.

Wu acknowledged the great challenge to himself. “I was at the corporate for the past 4 years， knowing very well the overall strategic position. We can realize synergy with our sister companies such as Bell helicopters， E-Z-Go golf carts and Jacobsen lawnmowers. We didn’t consolidate customers well enough. We need to move from ‘one Cessna one team’ to ‘one company one team’”.

Cessna has experienced ups and downs over 80 years. It maintains the number position in production and has its unique competitive advantages. After Cessna battled away the financial crisis in 2008， it has kept its momentum in massive RD investment. “We are behind in China and my job is to take it back to top，” Mr. Wu seemed to be full of confidence.

Apart from the corporate brand and products of sister companies， Mr. Wu thinks the key strength of Cessna is the most comprehensive product portfolio in the world – Citation corporate jets， Caravan single-turboprop aircrafts and Cessna single piston light aircrafts. It is worth mentioning that over half of aircrafts for general aviation in the world come from Cessna. Cessna’s portfolio suits all cities and economic conditions.

Wu Jingkui sees clearly the increasing number of private plane users and changing customer needs. “In the past， Chinese buyers preferred larger， more luxurious， long-distance planes， very similar to clients from the Middle East and Russia. But they are getting more rational. First-timer buyers might want to show off but high operating costs can be a huge burden. It is like buying a car; you don’t use BMW as a race car.”

Wu Jingkui told U-Jet that more clients are choosing brands and models in a more sensible way. The company will talk with clients to find their purpose， main destinations， travel distance and capital position. “There is no best， only the most suitable option，” said he.

After Wu assumes his position， he not only consolidates internal resources， but also drives hard for business development. He breaks China into southwest， southwest， middle， east and north regions and sends competent sales directors to expand markets. “This has been a major change，” Wu told us， “we relied on agents in the past. Our competitors started to build their own sales team a few years ago. Now we are into the game， big way.”

Mr. Wu thinks his biggest challenge is to build this team into a champion and take Cessna back to top. In addition， he wants Cessna to be on top of minds of its customers as a full-service provider. This is another important strategic shift.

“China is still a preliminary market and many customers are not sure what to do. The industrial value chain is incomplete， constraining demand. At the top end of the supply chain， we are obliged to offer full services to our clients， including acquisition consultation， buying procedure and aircraft custody. Cessna has the capability to do so. We have a fleet of nearly 100 aircrafts in the U.S， 300 CPC fly training centres globally. We might set up an aircraft custody business in China. We have good relations with China Aviation International and China Aviation Materials. It is quite likely that Cessna will collaborate with other leading companies to create a full service package，” Mr. Wu revealed Cessna’s grand strategic plan in China to U-Jet.

What’s your favorite Cessna aircraft? Any good corporate jet to recommend?

Each of our 18 aircrafts is unique. If you are time sensitive， I would recommend Citation X. It is very fast， second only to fighters. It can fly at 975km/h， vs. 800 for civil aviation planes. It flies very high， as high as 15，000 meters， vs. 12，000 for civil. It sells at only $22million and can take 9 people.

What’s the outlook for business jets in China?

15-20% annual growth won’t be a problem; it might be higher in certain regions. It takes longer for the industrial value chain to be fully established. Infrastructure needs to catch up. The governments are encouraging private and foreign capital to come in. Cessna‘s proposition is to be Audi A6 in China， providing trusted aircrafts suitable for China.