Casino operators in Japan face communications challenge

One head of a public affairs consultancy in Tokyo said a number of casinos had approached his firm but that he had rejected them on the basis that he prefers to work with companies that make a more overtly positive contribution to society.

At a CLSA conference in Tokyo earlier this year, Melco chief executive Lawrence Ho called the opportunity “priceless” and vowed to do whatever is necessary to win the right to be present. Of course, while the level of investment offered is a key consideration, being selected is not as simple as throwing money at the regulators.

Kreab is one consultancy exploring possible work in the sector. Jonathan Kushner, Tokyo-based managing partner for Asia, says things have not yet progressed beyond the basic education stage. But they may be trying to run before they can walk. “There has to be a public discussion, which hasn’t happened,” Kushner says. “The industry as a whole needs to get people comfortable with the concept. The first thing is to get people to understand what an integrated resort is, and its benefits to Japan.”

Aston Bridgman, co-CEO of Finsbury, a specialist in crisis management that recently launched in Japan, notes that there is almost always some resistance to “outsiders”—new companies or industries looking to establish themselves in the market. But he reckons they can mitigate this by demonstrating good management and transparency in their operations elsewhere. They will also need to show evidence of a “sense of community” and social responsibility, he says.

“The public as a whole will be looking to see if they are going to become good neighbours or not,” he explains. “They need to focus on building credibility before getting into what benefits casinos can bring to Japan … they have to prove they will accommodate to how Japanese society works. Only then can they start to advocate for themselves and their benefits.”