I'm concerning about the flow of the news programme, major local and political news should have a higher priority after the Election last July, as DPJ has got a breakthrough since then, financial policies and conflicts in the Houses between DPJ and LDP may be intensified, which always arouse public awareness.
I am interested in the report on filing of JAL on January 19-20, 2010 recently, as this information not only affected to local investors, but also to overseas passengers and investors.
How its major local competitor ANA could gain from this incident and also how this news has a long-term influence to mid-scale or prefectural airline, such as Hokkaido-based AirDo and Tokyo-based Skymark, or would it be other complimentary factors are taking places for the failure, e.g. Insufficient risk management/financial hedging strategy to oil price fluctuation, corporate governance, merger with JAS in 2004 etc. which leads to the fiasco of JAL. There are different ways to let the audience know more about this traditional corporation in Japan.
Taking as an end from the bankruptcy filing, some “soft” topics could also be generated, e.g. History Review of the Corporation, just like the development of the firm and how its past success lead to prosperity of Japan after WWII, also the tragedies in these long years, especially the JAL123 crash in 1985.
Though such kind of information may also be founded on local media or web pages, it is not directly broadcast to overseas viewers in a combo. Audience would be longing for a better summary by TV station and receive the contents in a mix kind of “Infotainment”, this will directly content the news itself in both audio and visual perspectives, even it would be seen as broadcasts to target niches or particular demographical segments.
As I am living in Hong Kong, geo-proximity may be a major factor for me to keep an eye on this news.
Written by Alex Lam Kar Wai
Inspired from NHK World TV Programme “NEWSLINE”
On Air Episodes: January 19-27, 2010
Copyright Alex Lam Kar Wai & NHK World TV
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