孙茂华 携程：全球领航OTA的势与能
撰文/李欣煦 Written by Shirley
人物档案/Profile
孙茂华
携程首席运营官
Sun Maohua
COO of Ctrip
“携程本质上是一个服务公司”
今年五一小长假期间，携程集团酒店间夜量单日峰值接近260万，再次刷新了中国在线酒店预订市场的纪录。取得上述创纪录的成绩，离不开携程一直以来坚持的“服务为本”的发展原则。在携程首席运营官孙茂华看来，做好服务就是携程最大的价值，消费者对携程的认可，正是建立在携程不断完善服务的努力之上。
“服务，是我们长久以来必须坚持的方向。”孙茂华反复提及了服务在携程业务中的核心地位。作为一个OTA公司，携程本质上就是一个服务公司。携程以“六西格玛”（制造业的质量管理方法）的服务标准，坚持7x24小时不间断的服务时刻，换位思考，从客人角度出发，串联好了前端的客户与后端的代理及供应商，打造了一条在线旅游的服务链。孙茂华认为，携程作为第三方平台的价值，就是利用手上的信息，帮助消费者货比三家，做出风险最小，受益最大的选择，才能让消费者信赖携程，选择携程。
从呼叫中心走到COO，孙茂华学会了从两个角度看服务。一是作为一个工作年限超过十一年的“老兵”，孙茂华深知在业务和服务中寻求平衡的重要性；二是作为一个产业的CEO，孙茂华看待服务有了全新而宏观的视角：高服务是携程的战略，而优秀的服务不仅仅只是呼叫中心接电话，更包括了信息的梳理和整理。作为OTA，服务就是携程唯一的产品，整合供应链，串好服务链，和建立行业信息通路，才能为客人提供更好的服务质量。
美联航的亚裔事件让孙茂华感慨万千，携程这样的第三方平台的存在，正是为了帮助消费者规避类似的风险。携程的作用不仅是为消费者提供平台，更是提供保障，解决困难，将可能的差错降到最低。突发事件是不可规避的不稳定因素，在旅行的途中客人会遇到各种各样的问题，对于突发事件的处理，是对于平台管理综合性的体现。事件处理是携程服务的重中之重，让客人虽然是一个人出去的，也像有一个助理在身边一样，这是携程的愿景。
国际化，携程未来的发展方向
数据显示，2016年中国出境游游客已经超过1.2亿人次，从酒店、旅游到购物、餐饮，中国游客在海外花费共计超过1100亿美元。如何让用户在境内外更便捷地预订酒店、旅游消费，成为携程不断面临的新课题。
旅游业是一个天然的国际化产业。近些年随着中国出境游的蓬勃发展，携程伴随着客人的脚步涌向海外，不断拓展国际化的业务。国家推进的“一带一路”倡议对旅游产业是极大的利好，目前已经有十多个“一带一路”沿线国家对中国护照实施了不同程度的免签、落地签及电子签政策，这对于国人的旅游意愿是非常正向的鼓励。旅游业的快速进步也带动了民间交流，海外的市场前景非常广阔，孙茂华认为携程正面临着难得的发展机遇。2016年全年，携程累计向“一带一路”境外国家及地区输送旅客超过1000万人次，同比增长72.5%。同时受中国人均GDP增长等利好因素影响，中国游客的消费意愿是很强烈的，有半数的游客都选择了高星级（4-5星）酒店。
近年来，携程打造的酒店生态圈深度布局日本、越南、澳大利亚、印尼等国家，最近也收购了美国的三大华人旅行社、英国的机票比价平台天巡等。在孙茂华看来，良好的服务为携程赢得了消费者的认可，而与酒店的合作则成为携程提供国际化进程的助力。在服务上，携程可以凭借强大的呼叫中心，帮酒店解决好售前、售后的一系列服务。在创新上，携程更是积极探索，协同酒店，一起在营销、售后服务、大数据上展开深度合作。目前，在携程和合作伙伴的共同努力下，酒店90%的订单在5分钟内获得确认，酒店价格从变价到显示上线仅需1分钟。这1分钟意味着确认前满房降低5%，客户价值提升千万。
“在携程每个人都可以是CEO”
作为携程的COO，孙茂华认为注重人才培养，是保证携程创新文化的重要战略。而对于人才的培养和管理，携程有着自己的独到之处。
携程拥有近三万三千名员工，与庞大的各类职能部门，正如孙茂华所说，若是携程的管理与传统企业一样，自上而下，层层运转，那无异于如让大象起舞那般困难。而现在携程所采用的“小老虎（baby tiger）计划”，不仅解放了各部门的生产力，更形成了一个良性循环的人才培养策略。
通过管理与技术解绑，所有的技术系统都拥有独立的运行机制，每个团队都有自己的CEO、CTO、CFO，每个员工也可以是自己团队的CEO、CTO、CFO，拥有自己的技术力量。而这些小团队所创造的价值，与他们能获得的奖金直接挂钩。这一方法与传统的业务单元模式相对比，极大提高了运转效率与员工的热情。传统的业务单元只是作为一个部门，而没有全局考虑，只是简单的向公司预算要钱要人要技术，而“小老虎计划”中，每个业务单元自成一个团队，都要经历毛利和净利考核，BU的领导相当于一个小CEO，既要考虑成本，也要不断地扩展，提高盈利能力。这个机制也是培养未来公司高层的一个很好的方法。这样的模式也建立在携程相对平等而自由的企业环境之上，用孙茂华的话说，携程是个比较纯真的企业，大家都是用数字说话，没大没小，老总这种客气话也难觅踪影，讲求效率，有话快说，讲ppt三页要讲完。
孙茂华跟我们讲了一个小BU成功的故事，一个二十八九岁的年轻人，一直想要做汽车票，在旅游业的传统观念看来，汽车票其实是相当不赚钱的，每张票大约只有三毛钱、两毛五的利润。但年轻人还是依旧坚持，并且立下军令状说给他六个月、六个人、两百万人民币，每天达到一万交易，如果达不到交易就把他换掉。因为“小老虎计划”，他得到了机会开展自己的想法。结果他开始做了以后，第一个月就达到了一万，2016年达到三千万。就是这样一个小小的年轻人，他带领起一支二十几个人的团队，把汽车票做到交易量上亿，全中国第一。他通过“小老虎计划”满足业务上的成就感，得到了探索的乐趣，也为公司取得了经济上的成就，堪称一举两得。
作为携程的COO，孙茂华认为注重人才培养，是保证携程创新文化的重要战略。而对于人才的培养和管理，携程有着自己的独到之处。
携程拥有近三万三千名员工，与庞大的各类职能部门，正如孙茂华所说，若是携程的管理与传统企业一样，自上而下，层层运转，那无异于如让大象起舞那般困难。而现在携程所采用的“小老虎（baby tiger）计划”，不仅解放了各部门的生产力，更形成了一个良性循环的人才培养策略。
通过管理与技术解绑，所有的技术系统都拥有独立的运行机制，每个团队都有自己的CEO、CTO、CFO，每个员工也可以是自己团队的CEO、CTO、CFO，拥有自己的技术力量。而这些小团队所创造的价值，与他们能获得的奖金直接挂钩。这一方法与传统的业务单元模式相对比，极大提高了运转效率与员工的热情。传统的业务单元只是作为一个部门，而没有全局考虑，只是简单的向公司预算要钱要人要技术，而“小老虎计划”中，每个业务单元自成一个团队，都要经历毛利和净利考核，BU的领导相当于一个小CEO，既要考虑成本，也要不断地扩展，提高盈利能力。这个机制也是培养未来公司高层的一个很好的方法。这样的模式也建立在携程相对平等而自由的企业环境之上，用孙茂华的话说，携程是个比较纯真的企业，大家都是用数字说话，没大没小，老总这种客气话也难觅踪影，讲求效率，有话快说，讲ppt三页要讲完。
孙茂华跟我们讲了一个小BU成功的故事，一个二十八九岁的年轻人，一直想要做汽车票，在旅游业的传统观念看来，汽车票其实是相当不赚钱的，每张票大约只有三毛钱、两毛五的利润。但年轻人还是依旧坚持，并且立下军令状说给他六个月、六个人、两百万人民币，每天达到一万交易，如果达不到交易就把他换掉。因为“小老虎计划”，他得到了机会开展自己的想法。结果他开始做了以后，第一个月就达到了一万，2016年达到三千万。就是这样一个小小的年轻人，他带领起一支二十几个人的团队，把汽车票做到交易量上亿，全中国第一。他通过“小老虎计划”满足业务上的成就感，得到了探索的乐趣，也为公司取得了经济上的成就，堪称一举两得。
With more than 300 million registered members, Ctrip is the world secondary largest OTA (Online Travel Agency). Sun Maohua, the COO of Ctrip always believes that Ctrip is a customer-oriented company since she has been worked for more than 11 years in Call Center. For Mrs. Sun, to work in Ctrip and grow up with Ctrip, is a life with no regrets.
“The Nature of Ctrip is a Service Company”
In the past May Day Holiday, the hotel room night reached about 2.6 million in a single peak on the Ctrip, refreshing the record of OTA market in China, which highly depends on the outstanding service.
“Providing good service is our long-term goal,” Mrs Sun emphasized that servicing is at the heart of Ctrip’s concept. As an OTA company, Ctrip is essentially a servicing company. With “Six Sigma” (manufacturing quality management methods) service standards and 7x24 hours servicing time, Ctrip provides service from the customer point of view.
From the call center to COO, Mrs Sun understood servicing from two perspectives. As an 11 years of “veterans” in call center, Mrs Sun learned importance of balance. As an industry COO, Mrs Sun has a macro perspective: high service is Ctrip’s strategy, and excellent service is not just about call center, but also includes the information sorting and finishing.
Mrs Sun said that the United Airlines Event reminded her that Ctrip’s mission is to help consumers avoid similar risks. The ability to handling emergencies shows the comprehensiveness of platform management which is the top priority of Ctrip service.
Internationalization, the Future of Ctrip
In 2016, China has more than 120 million outbound tourists who have spent more than 110 billion US dollars overseas for hotel, travel to shopping, catering. Ctrip is facing a new challenge to help users booking hotels abroad more convenient.
Tourism is a natural international industry. In recent years, with the development of China's outbound tourism, Ctrip constantly expands international business. The visa benefit stimulated by “The Belt and Road” policy encourages the development of the tourism industry. Mrs Sun believes that it is a good opportunity for Ctrip. In 2016, more than 10 million outbound tourists traveled with Ctrip, up 72.5 percent.
Ctrip is establishing its own worldwide hotel ecosystem in recent years advancing the internationalization process. For service, Ctrip can help the hotel solve the pre-sale, after-sales problems. In innovation, Ctrip has deep cooperation with hotels in marketing, after-sales service, big data and so on.
Empowered by Innovation
Innovation is another biggest advantage of Ctrip. Mrs Sun introduced some creative projects including choosing room online, Fresh Air Room, Quick CheckIn 2.0 and so on, which shows the power and ability of innovation. As the front runner of the OTA industry, Ctrip believes that the vitality comes from sustaining innovations.
“We believe that continuing innovation will build up a long term strategic adventure, also can improve common progress of the industry,” Mrs Sun said.
Ctrip is leading the innovation of new technology. It is also the explorer of using artificial intelligence and big data for travel industry. Now, consumers can use the customer service robot, which can help consumers to solve some basic problems quickly and accurately. Ctrip works together with hotels industry to build up a sharing circle for effective communication based on big data. Mrs Sun pointed out that those innovations can not only increase the stickiness of consumers but also comfort to consumer habits of young generation.
Let the “Elephant” Dance
Ctrip’s culture of innovation depends on the unique personnel training program. Mrs Sun introduced that there are more than 33 thousands staffs in Ctrip. It is actually not so easy to keep an effective and efficient management for such a huge group.
“Running such a big group is like training an elephant dance,” Mrs Sun said. In order to create an efficient working environment, Ctrip came out with a “Baby tiger” strategy, which not only emancipating the productive forces, but also formed a virtuous circle of personnel training.
Under the Baby Tiger program, each business nite can run as a little company. The system of rewards and penalties is based on the ability of creative interests for each business units. The leaders of a business unit like the CEO, CFO, and they need to take responsibility for their own profit and loss. With the Baby Tiger program, employees can get senses of fulfillment to drive to work. The program also practices their leadership skills and management ability.
Mrs Sun said that the success of the program is based on the free atmosphere in Ctrip. In Ctrip, people do not care much of the hierarchy. Efficiency is the very first working principle. Everyone has their own developing opportunity.
“The Nature of Ctrip is a Service Company”
In the past May Day Holiday, the hotel room night reached about 2.6 million in a single peak on the Ctrip, refreshing the record of OTA market in China, which highly depends on the outstanding service.
“Providing good service is our long-term goal,” Mrs Sun emphasized that servicing is at the heart of Ctrip’s concept. As an OTA company, Ctrip is essentially a servicing company. With “Six Sigma” (manufacturing quality management methods) service standards and 7x24 hours servicing time, Ctrip provides service from the customer point of view.
From the call center to COO, Mrs Sun understood servicing from two perspectives. As an 11 years of “veterans” in call center, Mrs Sun learned importance of balance. As an industry COO, Mrs Sun has a macro perspective: high service is Ctrip’s strategy, and excellent service is not just about call center, but also includes the information sorting and finishing.
Mrs Sun said that the United Airlines Event reminded her that Ctrip’s mission is to help consumers avoid similar risks. The ability to handling emergencies shows the comprehensiveness of platform management which is the top priority of Ctrip service.
Internationalization, the Future of Ctrip
In 2016, China has more than 120 million outbound tourists who have spent more than 110 billion US dollars overseas for hotel, travel to shopping, catering. Ctrip is facing a new challenge to help users booking hotels abroad more convenient.
Tourism is a natural international industry. In recent years, with the development of China's outbound tourism, Ctrip constantly expands international business. The visa benefit stimulated by “The Belt and Road” policy encourages the development of the tourism industry. Mrs Sun believes that it is a good opportunity for Ctrip. In 2016, more than 10 million outbound tourists traveled with Ctrip, up 72.5 percent.
Ctrip is establishing its own worldwide hotel ecosystem in recent years advancing the internationalization process. For service, Ctrip can help the hotel solve the pre-sale, after-sales problems. In innovation, Ctrip has deep cooperation with hotels in marketing, after-sales service, big data and so on.
Empowered by Innovation
Innovation is another biggest advantage of Ctrip. Mrs Sun introduced some creative projects including choosing room online, Fresh Air Room, Quick CheckIn 2.0 and so on, which shows the power and ability of innovation. As the front runner of the OTA industry, Ctrip believes that the vitality comes from sustaining innovations.
“We believe that continuing innovation will build up a long term strategic adventure, also can improve common progress of the industry,” Mrs Sun said.
Ctrip is leading the innovation of new technology. It is also the explorer of using artificial intelligence and big data for travel industry. Now, consumers can use the customer service robot, which can help consumers to solve some basic problems quickly and accurately. Ctrip works together with hotels industry to build up a sharing circle for effective communication based on big data. Mrs Sun pointed out that those innovations can not only increase the stickiness of consumers but also comfort to consumer habits of young generation.
Let the “Elephant” Dance
Ctrip’s culture of innovation depends on the unique personnel training program. Mrs Sun introduced that there are more than 33 thousands staffs in Ctrip. It is actually not so easy to keep an effective and efficient management for such a huge group.
“Running such a big group is like training an elephant dance,” Mrs Sun said. In order to create an efficient working environment, Ctrip came out with a “Baby tiger” strategy, which not only emancipating the productive forces, but also formed a virtuous circle of personnel training.
Under the Baby Tiger program, each business nite can run as a little company. The system of rewards and penalties is based on the ability of creative interests for each business units. The leaders of a business unit like the CEO, CFO, and they need to take responsibility for their own profit and loss. With the Baby Tiger program, employees can get senses of fulfillment to drive to work. The program also practices their leadership skills and management ability.
Mrs Sun said that the success of the program is based on the free atmosphere in Ctrip. In Ctrip, people do not care much of the hierarchy. Efficiency is the very first working principle. Everyone has their own developing opportunity.
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