Friday, 1 January 2010
Tuesday, 21 July 2009
Maglev Route Through Japan Alps Boasts Lowest Cost, Highest Demand
TOKYO (Nikkei)--Central Japan Railway Co., or JR Tokai, on Tuesday compiled estimates, including data on operating costs and demand, for three possible routes of a maglev train line connecting the Tokyo and Nagoya areas that JR Tokai hopes to start operating in 2025.
Wednesday, 15 July 2009
INTERVIEW: Economic Reality Reflected In Railroad Business
TOKYO (Nikkei)--Demand for railroads is likely to recover gradually toward the end of the year, said Satoshi Seino, president of East Japan Railway Co., or JR East, said in an interview with The Nikkei. The Nikkei asked Seino, 61, about the economic reality as seen from the viewpoint of a railroad operator. Excerpts of the interview follow. Q: The government has declared that the economy has bottomed out. If that is true, then the movements of people will become more active. Do you feel such changes? A: (The performance of) railroads is an indicator that lags behind the general economic performance and we still cannot feel the economy bottoming out. The financial crisis occurred in September last year, and operating revenue in our railroad business started to decline year on year in November. We have been experiencing unprecedented declines and the operating revenue in May this year declined 8.9% year on year. Q: What part of your railroad business is hit hardest? A: Our revenue from train passes and business performance of short-distance lines such as the Yamanote line (a loop line in Tokyo) are solid. Meanwhile, our businesses in mid-distance travel, which are taken by many business people, are struggling. For instance, sales of discount tickets for "shinkansen" bullet trains between Tokyo and Utsunomiya stations and Tokyo and Oyama stations have declined 20%. It appears that (firms in) the auto industry, which are clustered in the northern Kanto area, have been cutting the number of business trips as part of their cost reduction efforts. Q: How did reductions in highway tolls and cases of new influenza influence your business? A: It seems that the impact of the influenza has died down. School trips were suspended one after the other around the holidays (in early May) but I expect these school trips to return. The impact of the reductions in highway tolls was quite large. Railroad operators are now forced to engage in price competition with cars owned by individuals. To respond to the reductions in highway tolls, we have in June started marketing a package which combines discount railroad tickets and 2,000 yen-a-day car rental. We would like our customers to take a train to a nearby station and then rent a car to visit points beyond. We also want to appeal that, by using train, one does not have to get stuck in a traffic jam and also can make environmental contributions. In addition, the upcoming general elections will be a negative factor for our business because the movement of people will inevitably slow down during the election campaigns. Q: What is your forecast for the summer holiday season that is about to start? A: For the major holiday season in early May, we had harsh results even though we had felt solid responses when we were accepting reservations. It is difficult to predict sales of free-seating tickets sold on the day of travel, and it is also difficult to predict at this moment what the business will be like during the summer vacation. In any case, we have to market attractive products and stimulate demand. We have to think hard to find ways to arouse desire (among potential customers) to visit places. Q: What is your assessment for the solid performance of Lumine Co., a subsidiary of JR East that operates commercial buildings, even during the sluggish economy? A: Lumine lined up attractive tenants and gained support from women in their 20s and 30s who tend to have more money that they can spend freely than other groups of people and they tend to be less affected in the decline of economy. Nonetheless, sales of Lumine started to decline on a year-on-year basis starting around April. These declines have not been as harsh as those experienced by department stores, but we have been feeling the impact of the deteriorating economy steadily. Similarly, we have been facing difficulties in selling spaces to place advertisement at stations and to hung advertisements in commuter trains. It is necessary to stimulate demand in this area as well. For instance, we are considering to use electronic displays in place for hanging advertisements in commuter trains so that we, for instance, would be able to display ads for coffee in the morning and ones for beer at nights. Q: Are you saying that the overall situation is rather bleak? A: Because of the severity of the current crisis, it will be difficult to see a V-shaped recovery and the recovery is likely to be U-shaped. The issue is how long the bottom part of the U will last. We have started hearing positive news such as inventories adjustments being over in the manufacturing sector, and I expect demand for railroad will recover gradually toward the end of this year. --Interviewed by senior Nikkei staff writer Kunio Saijo. (The Nikkei July 14 morning edition)
Tuesday, 7 July 2009
JAL, JR Tokai: A Study In Post-Privatization Contrasts
JAL was poised to get on a recovery track before the global financial crisis hit and dragged it into a liquidity crunch. Japan's flagship carrier will be able to overcome the emergency for the time being thanks to a syndicated bank loan it will receive that is partially guaranteed by the government. But the airline has yet to show signs of revival. In contrast, Central Japan Railway, better known as JR Tokai, is on a growth track. Last month, it announced the estimated cost of building a magnetically levitated train system between Tokyo and Nagoya, marking the first step toward realizing its long-established goal. Both firms share many commonalities, not the least of which is serving the public. JR Tokai and other member companies of the Japan National Railways Co. group before its privatization in 1987 had to deal with strong in-house labor unions. Similarly, JAL's management has its hands full dealing with eight unions. Both companies have many unprofitable "political routes" on which they cannot readily pull the plug due to local opposition and intervention from politicians. In this sense, JAL and JR Tokai have limited management freedom. But the managements at JR Tokai and the two other JR firms on Japan's mainland -- East Japan Railway Co. and West Japan Railway Co. -- have taken major steps to show that they are keen on serving customer interests. The three JR companies have promoted passenger-friendly services, including introducing faster "shinkansen" bullet trains and increasing the number of trains operating during rush hours. They have also continued to pay back the huge debts left by JNR. As a result, JR Tokai is in position to carry out the Maglev train project, which is worth more than 5 trillion yen. JNR faced many challenges in the form of competition from expressways and private railways. At one point, the shinkansen and Tokyo loop lines were expected to be the sole survivors of all of its train services. "This sense of crisis was the driving force behind our reform," recalls a JR group executive. It was also in 1987 that JAL underwent the transformation from a special public corporation to a fully privatized company. But it has deviated from the ideal path of privatization. The carrier has been bailed out by the government on three occasions in the past decade -- after the 9/11 terror attacks in 2001, after the international SARS outbreak in 2003, and during the current global financial crisis. Without government support, the carrier's ability to survive is questionable. Privatization can revive an ailing company if energy for reform emerges within. It also brings great benefits to the national economy. But a company cannot offer these benefits if it maintains a lukewarm constitution nurtured during its days of a public entity. The latter case applies to JAL. Protected by vested interests, such as landing slots at Haneda and Narita airports, the firm was riven by internal strife even as it was caught in a financial crisis three years ago. Japan Post Holdings Co., now in a 10-year process of privatization, is drawing attention as to whether it will go in the direction of the JR companies or JAL. The privatization of postal services is indispensable for applying the brakes to the excess growth of government enterprises and reinforcing the Japanese economy. But the recent chaos over Japan Post, including uncertainties about its very privatization, leaves little room for optimism. -- Translated from an article by senior Nikkei staff writer Kunio Saizyo (The Nikkei July 7 morning edition)TOKYO (Nikkei)--The circumstances surrounding transportation giants Japan Airlines Corp. and Central Japan Railway after their privatization could hardly be more different, and industry watchers are trying to figure out why.
Friday, 19 June 2009
JR Tokai, Local Govts Bracing For Tough Talks Over Maglev Route
TOKYO (Nikkei)--With cost estimates for the proposed maglev train line between Tokyo and Nagoya have been released, Central Japan Railway Co. will now begin selecting the route and stations, a process that is likely to elicit impassioned pleas from localities that want a maglev line station. Central Japan Railway, or JR Tokai, presented the figures for three possible routes to a Liberal Democratic Party selection committee Thursday. The cheapest option would be the most direct route passing through the Japanese Southern Alps, with the cost estimated at 5.1 trillion yen. This line would be 286km long and have a travel time of 40 minutes. A route running through the city of Suwa would be the costliest, at 5.74 trillion yen. The Nagano prefectural government is pushing for this option, which would be about 60km longer than the direct route, but JR Tokai said buying up residential land for the line will likely be difficult. The travel time between Tokyo and Nagoya would be seven minutes longer than with the direct route. The third route would cut through Kiso Valley and cost an estimated 5.63 trillion yen. It would be 334km long and have a travel time of 46 minutes. JR Tokai plans to release additional estimates for maintenance costs and passenger demand for each of the routes, possibly by the end of the month. (The Nikkei June 19 morning edition)
Saturday, 13 June 2009
JAL, JR Tokai In Joint Marketing Push To Attract Foreigners
TOKYO (Nikkei)--Japan Airlines Corp. and Central Japan Railway Co. said Friday they will join forces next month in efforts to attract foreign visitors to Japan. JAL and JR Tokai have butted heads in the past, trying to get foreigners visiting Tokyo, Chubu and Kansai regions to use their services. JAL, for example, had criticized JR Tokai's maglev train plans. But with tourism slumping, they have decided to cooperate. JAL will start providing information on bullet train tour packages to those purchasing plane tickets via its English-language Web site. (The Nikkei June 13 morning edition)

