Name: 菲律賓歷史最悠久企業集團的增長祕訣 (Inside the growth playbook of one of the Philippines' oldest conglomerates)
Uploaded: 2025-06-18T10:23:04.000Z
Duration: 14 min 58 s

分詞構句

Coming up on Managing Asia, I'm in Manila to speak to the CEO of a century-old company reinventing itself to become the Philippines' first tech conglomerate.

即將播出的《亞洲管理》節目中，我將在馬尼拉採訪一家百年企業的首席執行官，這家企業正在重塑自我，成為菲律賓首家科技企業集團。

The Aboytis Group is one of the Philippines' largest and oldest conglomerates.

阿博伊蒂斯集團是菲律賓最大、歷史最悠久的企業集團之一。

Its roots trace back to the late 1800s, on Lete Island in the central Philippines, where it began as an abaca fibre trading business.

它的歷史可以追溯到 19 世紀末，在菲律賓中部的萊特島上，它最初從事的是阿拉伯纖維貿易。

Over more than a century, the company has evolved into a powerhouse spanning electricity generation, banking, food, infrastructure and real estate.

一個多世紀以來，該公司已發展成為一家橫跨發電、銀行、食品、基礎設施和房地產領域的大型企業。

Under the leadership of fourth-generation CEO Sabina Aboytis, the group has expanded into renewable energy, to consumer banking and the retail consumer business.

在第四代首席執行官薩賓娜-阿博伊蒂斯（Sabina Aboytis）的上司下，集團的業務已擴展到可再生能源、消費者銀行和零售消費者業務。

The company is now in the midst of what it calls the Great Transformation, to become the Philippines' first tech conglomerate.

公司目前正在進行所謂的 "大轉型"，以成為菲律賓第一家科技企業集團。

Looking back at the last 100 years, what is it about the values of the Aboytis family that has allowed the company to transition and evolve with the times?

回顧過去的 100 年，阿博伊蒂斯家族的價值觀是什麼讓公司能夠與時俱進？

The parenting is what gives you that structure in your mind.

父母的教育就是讓你在頭腦中形成這種結構。

When you grow up, things kind of stick there.

當你長大後，有些東西就會留在那裡。

I would say that that would be probably the biggest part of what keeps us kind of together.

我想說，這可能是讓我們團結在一起的最大原因。

We spend a lot of time in boards talking about how do we keep things going, how do we keep things the same, how do we change where we don't ruin what we built up in the past.

我們在董事會里花了很多時間討論如何讓事情繼續下去，如何保持不變，如何在改變的同時不破壞我們過去建立起來的東西。

And this takes a lot of time and a lot of emotion sometimes.

這有時需要大量的時間和情感。

So these are all part of that 100-year-old legacy that we want to keep together.

是以，這些都是我們希望共同保留的百年遺產的一部分。

And to transition it to this 25-year-old athlete is probably the toughest job that we have today because we have to be legacy, yet we have to be very agile.

而將其過渡到 25 歲的運動員，可能是我們今天最艱難的工作，因為我們必須傳承，但又必須非常靈活。

That's actually where we are today, doing that.

The Aboytis Group is undergoing a massive and ambitious transformation.

阿博伊蒂斯集團正在進行大規模的、雄心勃勃的轉型。

You're spearheading the conglomerate's journey to become the Philippines' first tech conglomerate.

您正帶領企業集團向菲律賓第一家科技企業集團邁進。

What were some of the defining moments and the insights that prompted you to generate this vision for the company?

促使您為公司制定這一願景的決定性時刻和見解是什麼？

Embracing tech into your business is something that we don't really have a choice to do.

將科技融入業務是我們別無選擇的事情。

So 10 years ago, we started what we called at that time the digital transformation.

是以，10 年前，我們開始了當時所謂的數字化轉型。

I guess we were maybe a little bit ahead of our time or we didn't understand what was needed to be successful.

我想，我們可能有點超前，或者我們不明白成功需要什麼。

So what we've learned is that there was one reason why we failed and that's because the minds were not open.

是以，我們瞭解到，我們失敗的原因只有一個，那就是思想不開放。

Well, the pandemic, the surroundings have changed people, have helped us, right?

大流行病和周圍的環境改變了人們，幫助了我們，對嗎？

我們的行動沒有我們想要的那麼快。

And 2025 is our check, you know, to see whether the minds are actually open or not or if things are actually starting to happen on their own without us pushing for it, right?

2025年是我們的檢驗期，你知道，看看人們的思想是否真正開放，或者事情是否在我們的推動下開始自行發生，對嗎？

Overall, have you calculated how much is it going to cost you to embark on this great tech transformation journey?

總之，您計算過踏上這場偉大的技術轉型之旅需要花費多少錢嗎？

And what's the financial payback look like?

I think it's impossible to have a number that is correct.

我認為不可能有一個正確的數字。

What you have to do is make sure you don't throw away money or let's put it this way, you throw away as little as possible because you will throw away some money.

你要做的就是確保不浪費錢，或者這麼說吧，你要儘可能少地浪費錢，因為你會浪費一些錢。

So these are where the errors are done, where, you know, we do things because they're fun, because they're sexy, but not because, as you say, you don't have the payback.

所以，這些都是我們犯錯的地方，你知道，我們做這些事情是因為它們有趣，因為它們性感，而不是像你說的那樣，因為你沒有回報。

And the payback can be financial or in other ways, right?

回報可以是經濟上的，也可以是其他方面的，對嗎？

但作為一個企業集團，我們沒有。

It is an investment that you have no choice but to make.

In 2020, Sabine became CEO of the family's holding company, Aboytis Equity Ventures, which oversees a diverse business portfolio, including Aboytis Power, Union Bank, and Aboytis Infra Capital, with operations in the Philippines and the region.

2020 年，薩賓成為家族控股公司 Aboytis Equity Ventures 的首席執行官，該公司負責管理多元化的業務組合，包括 Aboytis Power、Union Bank 和 Aboytis Infra Capital，業務遍及菲律賓和該地區。

As CEO, you were put in charge of Aboytis Equity Ventures at the start of the pandemic.

作為首席執行官，您在大流行病爆發之初就被任命為阿博伊斯股權投資公司（Aboytis Equity Ventures）的負責人。

The electricity generation business has been a major profit contributor to the group's bottom line.

發電業務一直是集團的主要利潤貢獻者。

Profits slumped during the nationwide lockdown.

Was it a big wake-up call that you needed to diversify?

這是否給您敲響了警鐘，讓您意識到需要實現多樣化？

Well, it shows how things are just not under your control, right?

這說明了事情並不在你的掌控之中，不是嗎？

And you have to see that these things will happen.

I mean, the pandemic was the first thing that stared me in the face.

我的意思是，大流行病是第一件讓我瞠目結舌的事情。

Actually, it stared the whole team in the face.

事實上，這讓整個團隊都瞠目結舌。

So us, between the board, between the management, right?

所以我們，董事會之間，管理層之間，對嗎？

對我們來說，這一切都很新鮮，對吧？

So, I mean, the first thing we did was, of course, what we called save the goose, right?

所以，我的意思是，我們做的第一件事，當然，我們稱之為拯救鵝，對嗎？

And make sure that our team members were okay, right?

並確保我們的隊員沒事，對嗎？

But we never thought it was going to go two years.

但我們從來沒想過會持續兩年。

Did it make you rethink that you needed to diversify away from your dominant power business?

它是否讓您重新思考，您需要從主導的電力業務中分離出來，實現多元化？

We always talked about diversifying a bit, and it accelerated it, right?

我們一直在說要多樣化一點，這也加速了它的發展，對嗎？

And we had a perfect opportunity because, you know, we had, you know, Jera, which is a great company, you know, not only financially come in, but strategically come in and help us and give us and educate us and move us into the gas space.

我們有一個絕佳的機會，因為，你知道，我們有 Jera 這家偉大的公司，你知道，它不僅在經濟上幫助我們，而且在戰略上幫助我們，給我們提供幫助，教育我們，讓我們進入天然氣領域。

And so, I mean, so many good strategic things.

所以，我的意思是，有這麼多好的戰略東西。

One good strategic move you made was in 2024.

你在 2024 年做出的一個很好的戰略舉措。

As part of your diversification strategy into the consumer retail business, you bought Coca-Cola's Beverages Philippines for US$1.8 billion.

作為您進軍消費者零售業務的多元化戰略的一部分，您以 18 億美元的價格收購了可口可樂菲律賓飲料公司。

Is it a critical part of your retail strategy?

它是您零售戰略的重要組成部分嗎？

We believe that, you know, the growing middle class of the country and the high growth rates is benefiting consumer.

我們相信，該國日益壯大的中產階級和高增長率會讓消費者受益。

And to be there with great brands is probably, instead of building them, it's a strategy that we're doing.

與偉大的品牌同在可能是我們正在做的一項戰略，而不是打造它們。

What we've done is we've done airports, for example, which I call malls.

我們所做的是，我們已經做了機場，例如，我稱之為商場。

We want to be there because tourism is something that we can, the country can definitely compete against anybody in the world.

我們想去那裡，因為旅遊業是我們可以做的事情，我們的國家絕對可以與世界上任何國家競爭。

The great airports in the world are 50-50, right, where they have aero and non-aero.

世界上最好的機場都是航空和非航空各佔一半，對吧。

So that would be like another consumer play.

是以，這就像是另一場消費者遊戲。

And that's kind of the backroom of how we're entering that space.

這就是我們進入這一領域的後臺。

Let's talk more about your airport business because after buying the Maktan Cebu International Airport, you've also won concessions to operate, develop, and to refurbish another two additional airports, in Lagindingan and Bahol Airports.

讓我們進一步談談貴公司的機場業務，因為在收購馬克坦宿務國際機場之後，貴公司還獲得了營運、開發和翻新另外兩個機場（拉金丹機場和巴霍爾機場）的特許經營權。

Well, the airport business is directly proportionate to the number of tourists that come in.

嗯，機場業務與遊客數量成正比。

I mean, it's all a matter of your cost is fixed.

我的意思是，你的成本是固定的。

So the minute you have more people that go through the, you know, it's straight to the bottom line, right?

所以，一旦有更多的人通過，你知道，這將直接影響底線，對嗎？

They give you the passenger service charges.

So I think for the future of the country, it's something that we definitely want to be in and expand.

是以，我認為，為了國家的未來，我們一定要參與並擴大這項工作。

How much are you investing in building up your airport assets?

您為積累機場資產投入了多少資金？

And how quickly can you realize the returns on investments?

Let's say, Lagindingan, we're going to expand from 2 million to 3 million or 4 million passengers.

比方說，拉金丹，我們要把乘客人數從 200 萬增加到 300 萬或 400 萬。

They only expand when you're getting the passengers.

只有當你有乘客時，它們才會膨脹。