Japan's ANA aims for the sky with new routes

Katanozaka also said the All Nippon Airways group would order additional aircraft with the aim of boosting its earnings from its international flight network.
The following is an excerpt from the Yomiuri interview.
Can you elaborate on the new routes?
We expanded our network from and to Narita Airport this year. We did the same for Haneda [Airport] in 2014.
For next year, we’ve announced plans to launch flights bound for and from Wuhan, China. I think we could have more destinations in inland regions of the country.
Regarding long-distance routes, we’d like to open flights to North America if Japan and the United States conclude [bilateral aviation] negotiations. I usually ask ANA employees to think about what routes we should open, imagining where we really want to fly 10 years from now. Places like South America and Africa could be our destinations.
I also see many potential regions in Southeast Asia for our mid-distance network.
What about Mexico?
We opened a branch there. We have an incentive [to launch flights there].
The ANA group has its subsidiary low-cost carrier Vanilla Air.
Vanilla Air will likely go into the black this fiscal year as long as there are no extraordinary circumstances. This will be quite significant. Next year, there will be more aircraft and more destinations. I want to move [Vanilla] into a new phase aimed at growth. Mid-distance networking is an ideal business that Vanilla should pursue.
Does ANA have a solid plan for the size of its fleet?
We purchased a total of 70 planes last year, and made fresh orders for 15 more this past January. We’ll have more aircraft next year, including one for long distances and 12 or so for intermediate distances. These new planes will feature full-flat seats for business class. With better fuel efficiency and equipment comfort, the planes will be a great strategic asset for our Asian routes.
What are ANA’s investment
targets?
We’re going to invest in aircraft-related businesses and airport facilities. We might not use robots to replace humans, but we want to utilise advanced items and innovative technology to improve our business productivity. We bought drones and 3D printers. These kinds of innovative gadgets contribute to better services and production activities, encouraging our employees to change their ways of thinking.
What has been the progress in the planned code-sharing operation with [Japanese low-cost carrier] Skymark Airlines?
We plan to launch the operation next winter. We still have time. We have to be convinced about the business when we start it. We’re sincerely making arrangements based on our know-how. To boost the profitability of the business, it’s important to have an established operation system and secure safety for flights.
What are you thinking in terms of measures for foreign visitors to Japan?
We aim to get involved with efforts to help vitalise the nation’s local economies. We just launched a platform named ANA Experience Japan with the aim of boosting interest in visiting Japan. Our website introduces the nation’s seven sightseeing regions, based on those recognised by the Japan Tourism Agency.
Through the site, we will promote ANA, the attractiveness of Japan and Japanese cuisine. I believe this approach will help spread our name around the globe.
I don’t think the growth in the number of foreign tourists to Japan will stagnate. Some were concerned that a slowdown in China’s economy could mean fewer visitors from there, but reality says otherwise. We’ll strengthen our marketing efforts for foreign tourists.
Can you elaborate on that?
For one, we’re an LPGA [Ladies Professional Golf Association] sponsor. We also have aircraft featuring designs from the Hollywood movie “Star Wars”, aircraft that were very popular in places like Belgium. I believe ANA can have more global recognition through the medium of “Star Wars”. I want to add one more specially designed aircraft to have a total of three [for international flights].
What do you believe is the keyword for Japan’s economy next year?
It’s vision … In business management, we face so many problems if we work without a vision. Our predecessors have long provided aviation services and launched international flights based on the vision that it should serve the people of Japan as well as everyone around the world.
It’s important for every single one of our staff members to have a vision, and the Japanese economy must also have its own vision.