How does the "ordinary man" lead? Huis Ten Bosch without charisma Jan 23, 19:24

Huis Ten Bosch, a theme park whose management has deteriorated and has been in the red. Six months ago, former charismatic president Hideo Sawada retired, introducing a bold idea and introducing a large-scale event. The person who took over is the person who calls himself "the ordinary man." After charisma, how do you lead the company? (Nagasaki Broadcasting Station Sasebo Branch Reporter Kei Tamada)

The president welcomes visitors!

Huis Ten Bosch, a theme park in Sasebo, Nagasaki Prefecture. There is a man welcoming visitors with a smiling face upon opening. Katsuhiko Sakaguchi, president of this theme park.

I try to visit the site as much as possible to listen to the real voice of customers. It seems that the visitors do not even think that the president is near.

"Because I'm an ordinary person, I can't imitate a charismatic manager."

Mr. Sakaguchi spoke at a presidential meeting last May. In anticipation of experience as an executive at a major daily necessities manufacturer, he joined the major travel agency HIS five years ago.

What I call charisma is Hideo Sawada, who raised "HIS IS" to the first section of the Tokyo Stock Exchange.

Charisma rebuilt

"Huis Ten Bosch" opened in 1992. The cityscape of the Netherlands is reproduced on a vast site for 33 Tokyo Domes.

However, due to the large initial investment and the collapse of the bubble economy, the company went bankrupt in 2003 with a debt of approximately 230 billion yen. Mr. Sawada took over the operation in response to repeated requests from the local financial industry while the difficult management continued to suffer from a deficit.

Mr. Sawada, who has been appointed president, has been cutting costs while developing events such as large-scale illuminations and fireworks displays. In just one year, the first operating profit has been achieved since opening.

The number of visitors, which was more than 1.4 million in 2009 just before taking office as president, has almost doubled in five years, and has been in the black since the inauguration.

However, we cannot rely on Mr. Sawada's power to run the company forever. There was Mr. Sakaguchi with a white arrow. At the previous company, we moved from top-down to organizational management, and we were expected to have better management skills.

The aim is a bottom-up type

President Sakaguchi: "Sawada-san is a genius. I can't help but think that this is the thing that hits the customer because of my ingenious management, but I can't do it myself. And finish it strategically. ''

Mr. Sakaguchi, who aims for bottom-up management, places great importance on communication with employees. During the last half of his appointment as president, he has interviewed more than 200 employees, which is about 20% of all regular and contract employees.

It is said that he is trying to listen to "Please tell us that you are not satisfied with the company" so that you can express your opinions frankly. Sakaguchi will eventually hear from all employees, including staff.

Specific ideas for improvement are also drawn out of this. One of them is the admission fee.

A 7000 yen / day “Passport” that includes a set of entrance fees and usage fees for major facilities. However, for example, if you try to get on the Ferris wheel, you need another 600 yen.

For this reason, opinions such as "It is difficult to explain to customers that additional fees are required at some facilities even if they buy a passport" have been raised.


Therefore, we have eliminated additional charges for the ferris wheel. In addition, a new 5,000 yen passport has been set up for visitors who have little use of attractions, such as elderly people over 65 and pregnant women.

It is a big decision that affects sales, but it is said that we valued the satisfaction of employees.

Gradually their own colors

In addition, we are gradually trying to come up with unique colors.

One is the abolition of the horror area, which began with the excitement of President Sawada.

After that, we plan to open an indoor facility in March, where you can enjoy the cityscape of Europe and the illumination of flowers and light, which are our strengths, regardless of the weather or time of day.

He is also eager to work on further renovations, including discussing the introduction of a screaming machine that he has not done before.

Can you surpass charismatic management?

The business environment is far from optimistic, with uncertainty about the future of the global economy increasing and leisure diversification. Nevertheless, President Sakaguchi's ultimate goal is to exceed all sales, profits, and attendance of the former Charismatic President Sawada.

President Sakaguchi: "By changing to organizational management, I want to do what I can to catch up with. `` I think the year will be a solid year that will empathize with what you want to do. ''

With the twists and turns, will Huis Ten Bosch, which celebrates its 30th anniversary two years later, take a further leap forward? The true value of the “ordinary” manager will be questioned.

Nagasaki Broadcasting Station Sasebo Branch Reporter Yoshitaka Tamada Joined in 2017In charge of administration and economy at Sasebo Branch