让客户成为达索的家庭成员

贾可博（Jean-Michel Jacob），达索国际销售副总裁，早在多年前便对中国市场表现出浓厚的兴趣。在接受本刊专访时，从贾可博先生的谈吐、表情和说话时的习惯动作，无一不显现着法国人幽默乐观的天性，也让整个访谈变得有趣起来。

当被问到达索公司对中国市场的宏观计划时，贾可博直言，“我们在中国的计划就是达索在亚洲的计划”。达索在努力使客户们不仅仅止步于享受在飞机购买和维修管理方面所提供的服务，并且在全球范围内成为家族的一员，包括中国的顾客，东南亚地区、韩国、日本、整个亚洲乃至太平洋地区亦是如此。达索已在吉隆坡开设分部，并于上海和香港两地开设了销售点，北京的办公点将会作为达索亚太地区的总部，负责运营亚洲和包括澳大利亚、新西兰的太平洋地区在内的各种业务。达索在全球范围内有很多合作伙伴的支援，在中国主要集中在北京、上海、香港三地。

“我们将会大力专注于中国市场，因为中国市场有着很大的潜力。”贾可博坦言，“达索相对进入较晚，但正努力迎头赶上。”

达索正在积极拓展自己的销售团队，给顾客提供完善的信息服务，从达索所参与的项目，到提供顾客必要的商业合作伙伴等等。以达索在香港的调度员为例，对方所做的工作不单是为顾客解决疑问，更多的是帮助客户如何可以在每个问题上做到更好。

同时贾可博还透露，达索将会从法国或美国派两到三名经验老练的飞行员常驻香港，除了协助中方的驾驶工作外，还会传授工作人员熟悉和操作飞机的各项仪器，因为猎鹰系列飞机所使用的是最先进的表盘和仪器。从各方面来看，晚来中国一步的达索都在使用自己的方法努力追赶。

全力扮演飞机制造商一角

在被问到达索是否会像其他公司一样开启从飞机的生产、销售到维修、融资等一体化的业务，贾可博给予的回答是否定的。“首先，我们提供高质量的飞机；其次，原则上我们不接受融资，因为我们已将资金用于设计和制造飞机。我们不会向客户提供融资服务，这是一项全新的领域，我们情愿那些有此专业背景和能力的人去完成。”

在中国，达索和民生、农业银行、工商银行等银行都有着相关的金融合作。“人各有其长，非自己所擅长的可以交给其他擅长的人去做。”“比起自己的经验，你更可以相信专业的人士。”贾可博也表示，若有需求达索会向客户客观的介绍必要地服务机构或伙伴。

达索最重要的角色是一个飞机制造商，80%达索位于法国的员工均为工程师，可以说达索终年都在无时无刻的研发新产品。除了公务机外，达索最主要的产品是军用飞机，这也是为什么达索在研发新产品上不能懈怠的原因。

家族成员逐渐扩增

谈及中国市场目前存在哪些不足时，贾可博认为该行业缺乏有足够能力的人员是其中之一。另外中国的空域虽然在逐渐对包括航运和公务机在内的民营业务开放，但步伐仍然很缓慢。中国民航局（CAAC）非常谨慎，想尽量把事情控制在没有意外的范围内，贾可博也认为这样的做法是正确的，并表示所有的问题随着时间的推移都会被解决。中国的很多客户都对奢侈产品表现出相当的兴趣，只是在公务机方面相对用于商务居多。中国是有着多种大型产业和历史的经济大国，未来中国的公务机市场无疑将达至与欧美市场同等的水平。考虑到公务机的经济性和便利性，将来一定会有更多的人选择搭乘这一工具出行。

在聊到贾可博个人与飞机的种种因缘时，他幽默的表示，婚前他是个持有驾照的飞行员，结婚后便不再飞行，不只是出于安全的考量，同样有经济因素，最重要是时间，现在的工作已占据了他大部分的时间和精力。贾可博透露他个人偏好F2000LX这款猎鹰飞机，其外表娇小但内在宽敞，安静而舒适，足够承载4至5人飞行长达8000公里，若以私人名义购买飞机的话，非这款莫属。

贾可博也摒弃私心的表示每款猎鹰飞机都有其优势，最重要的是达索的飞机无论在外观还是质量都处于顶尖水平并且在不断地研发和更新。“无论谁购买了猎鹰系列的飞机，5年或7年后，当对方想再买一架新的猎鹰飞机时都会比先前的更好。‘一次飞猎鹰，终身飞猎鹰’。这是客户与达索之间长期的合作，甚至发展成为犹如家庭成员般的长远关系。”

说到今年达索在中国的销售目标，贾可博开完笑的说“50架”，随即纠正为15架。“这只是一个目标，而非保证销售数量，也许我们会卖得更好。”达索在今年年初已售出两架飞机，就在采访贾可博的当天，令人惊喜的又卖出了第三架，贾可博更是形喜于色。

Jean-Michel Jacob, Vice President of Sales at Dassault International became interested in the China market a long time ago. U-Jet chatted with him recently and was very much charmed by this humorous and optimistic French.

Does Dassault have a grand plan for China? Jean-Michel Jacob couldn’t be more categorical about it. “Our plan of Dassault in China is the plan of Dassault in Asia,” said he resoundingly. Dassault works hard not just to make it convenient for customers to buy and care for their planes in China; it also tries to include these customers into its global family. It has done so in Southeast Asia, Korea, Japan and the rest of the Asia Pacific. It will do the same in China. Dassault has a subsidiary in Kuala Lumpur, a sales office in Shanghai and Hong Kong respectively. The Beijing office doubles as the Asia Pacific headquarters, responsible for running Dassault’s business in the entire Asia Pacific including Australia and New Zealand. The company has many partners globally and in China, partners are mainly in Beijing, Shanghai and Hong Kong.

“Our intention is to have very specific focus on China, because we know China is the coming market,” said Jean-Michel Jacob. we arrive late but we are already setting up a lot.”

Dassault is actively building up its sales team to provide comprehensive information services to customers. Dassault gets involved with customers and even identify business partners for them. The Hong Kong scheduler for example, is not just a problem solver, but tries to help customers do best on everything.

Jean-Michel Jacob revealed that Dassault would dispatch two to three seasoned pilots from France or the U.S. to Hong Kong to be based there. They will assist local pilots, and tutor them on how to operate various instruments and panels. Falcon uses some of the most advanced instruments and panels. Dassault the late-comer is catching up at its own pace.

The Role of the OEM

Will Dassault offer a full package to customers, from manufacturing, sales to maintenance and financing? Jean-Michel Jacob said no. “First, we provide good aircrafts; second, we do not finance in principle, because we have our own money used for designing and producing aircrafts. We cannot also use our money to finance customers. It’s a different work, we prefer people who have the ability to do that.”

In China, Dassault works with Minsheng Bank, Agriculture Bank and ICBC on financing. “Everyone does what he does better, and he can leave to other people for what they do better,” insisted Jean-Michel Jacob.

“You can trust them better than your own experience,” he added. Dassault introduced service providers and partners to customers when requested.

The most important role of Dassault is that of an aircraft OEM. 80% of its employees are engineers. Dassault engages in new product R&D all the time. Apart from corporate jets, Dassault also produces military planes. That’s why it cannot afford to slack up.

A Growing Family

What’s the weakness in the China market? Jean-Michel Jacob thinks that there are still not enough talents. Another complaint is the slow opening up of the airspace for civil and general aviation. The CAAC is very cautious trying to take full control and have absolutely no surprises. Jean-Michel Jacob endorses the approach and believes in the eventual resolution of issues. He comments that many Chinese customers are highly interested in luxury products. They have yet to use private planes for non-business purposes. China is an economic giant with a lot of industries and histories. In future the business aviation market will undoubtedly rival the west. More and more people will enjoy the benefits and financial gains of business aviation.

What’s Jean-Michel Jacob’s personal story with planes? The humorous French told us that he had a pilot’s license but stopped flying after getting married, not just for safety, but also financial reasons. What’s more important, work demands most of his time and energy now. Jean-Michel Jacob personally favors F2000LX, loving its cute appearance and roomy interior, quietness and comfort. It carries 4 to 5 people for as long as 8,000 kilometres, really a great choice for individuals.

Jean-Michel Jacob says every Falcon model has its advantages, and Dassault planes are top-class in both appearance and quality. They continue to evolve and improve. “Whoever buys a Falcon today will be sure that in 5 or 7 years, if you buy a new falcon, even better. It’s not the end of story with Falcon; it’s the beginning of long-term corporation, partnership between customers and Dassault. It’s a long term family relation,” He enthused.

What’s the goal for Dassault in China this year? “50,” he joked. The true number is 15. “It’s a target, not a guaranteed figure, maybe we’ll do better,” he clarified. Dassault sold two planes early this year. The day we spoke with Jean-Michel Jacob, the third one was sold. Jean-Michel Jacob is a happy man.