Head Priest of Temple Zuioji
●Managed business in Middle East and South/East Africa with 26 subordinates, and maintained JAL's presence. Gained know-how on managing/maintaining overseas branch through such activities as sales, marketing, support of travel agencies and interline stratcgy building.
●Set annual sales objectives, planned/implemented strategies, supervised resujts and took responsibility for P/L.
●Expanded monthly sales by 5 times from US$200,00 to US$1 million over 5 years by introducing new products and providing support to local travel agencies, successfully recovering sales which had bean stagnant due to afuter-effect of Gulf War.
●After carefully observing internal overstaffing for 2 years, peaceably but drastically streamilined Branch by reducing 9 local and 1 Japanese staff through patien and repeated discussions and increasing sales with less employees.
●prcpared/introduced fair and easily understandable salary/bonus system and promotion by performance, and abolished unequality, successfully enhancing morale of local staff.
●Trainded and improved staff's sales/planning/management skills. Upgraded service level of local travel agencies by frequently providing guidance.
●Set annual sales objective, promoted advertisement/marketing/sales, suppoted local travel agencies and took responsibility for P/L.
●successfully harmonized competion and cooperation with other carriers when ticket sales were impossible without their cooperation due to JAL's off-line status in the area. Developed various new products of joint operation Actively promoted salese to various international organzations/institutions and Japanese enterprises operating Iocally.
●Through good knowledge of European irline market, strengthened such skills of staff as international viewpoint, product and fare knowledge, product development and advertisement, enabling active customer development.
●Increased monthly sales by 3 times through above efforts, from US$300,000 to $800,000, exceeding sales of upper branch (Zurich).
●Established unity among multinational employees(Swiss,French and Japanese)through fair personnel management and strengthened sales power as a group.
●Decreased staff from Japanese HQ and reduced costs by 20 million yen a year while increasing sales.
●Managed 30 and 15 subordinates resupectively. Directed most important Dept. at Branch which had 70% share of JAL's total sales. Greatly contributed to business growth by achieving annual sales of 80 billion yen, through active promotion of corporate sales to large enterpriscs and various organizatjons as well as sales to individual travelers.
●Accumulated know-how on ovement of international passengers and proposed ideas for product development to planning Dept.
●Managed whole middle east with 7 subordinates and directed branch including line development, implementation of sales strategy, placement and management of local staff, establishing position as "Expert on Middle East"
●Under shellfire in midst of political chaos, timely arranged escue flights for Japanese living locally and risked life for safe transport, acquiring risk management skills.
●Gained know-how on managing overseas branches including general administration, accounting and personnel management.
●Understood passenger needs through all kinds of service experience.
●Major construction company.