Going beyond the ordinary. What is the station-based commercial facility "ÉCUTE Akihabara"?

How to overcome the dilemma of change being difficult precisely because the business is successful?

"ecute Akiba," aiming to be an unprecedented station-based commercial facility, opened on April 7, 2025. To create this new "ecute," over 70 ideas emerged through repeated co-creation workshops. From these, various challenges were undertaken.

This article features interviews with Mr. Yukihiro Harada, General Manager of New Business Strategy at JR East Cross Station Development Company (JR-Cross), who spearheaded the project; Mr. Hiroshi Nishida, Store Manager of "ecute Akihabara"; Mr. Keisuke Takabe of Dentsu Inc., who supported the project; and planner Mr. Sōzō Kikuchi. We asked them about the barriers they faced and how they overcame them to surpass what was previously considered the norm.

ecute (ecute) is
A station-based commercial facility operated by JR East Cross Station Development Company. It primarily sells deli items, sweets, eat-in (restaurants), and bakery goods. "ecute Akihabara" opened with 24 shops.

The mission is to create an unprecedented "ÉCUTE"

──First, please tell us about the key points of innovation at "ecute Akihabara."

Nishida: The first key point is the introduction of robots, metaverse technology, and centralized checkout systems, making the entire facility cashless. Additionally, we installed donation games for social contribution, displayed art created by the artist collective magma using locally sourced waste materials characteristic of Akihabara, and implemented power recycling initiatives.

Furthermore, to boost the motivation of our cast members working here, we created a gate at the entrance to the sales floor designed to help switch their mindset.

──Could you introduce the overall concept for the "ÉCUTE Akihabara" facility?

Nishida: The concept is "my gradation AKIHABARA." Akihabara is a diverse city—it's home to many businesspeople, but it's also a city of hobbies and attracts tourists from around the world. We named it "gradation" because it represents the blending of the "colors" of all these different customers.

──What challenges did you face during development?

Harada: While establishing the concept "my gradation AKIHABARA," we debated whether "previous ÉCUTE facilities truly catered to such diverse people?" This discussion led to the initiatives implemented this time.

The major mission given to us by the company was: "We want you to present a new 'ecute' and a new vision for commercial facilities." The JR East Group's "Beyond Stations Initiative" promotes a different approach to how stations and cities interact. Since Akihabara was selected as a core station for this initiative, there was a clear desire to showcase this new vision here.

As mentioned earlier, Akihabara is a diverse city where many different people gather. There was a feeling of "What good would it do for us to just put in a regular 'ecute'?" Therefore, I believe our mission was to incorporate new elements that hadn't been possible before.

Three major goals were set for the opening. First, embodying a next-generation commercial facility like an all-cashless store. Second, addressing social challenges. Facing population decline, sustained growth requires solving labor shortages and building systems enabling shops to operate with fewer staff. We also aimed to promote sustainable initiatives, like using discarded materials from the city, as solutions to social issues. Third is community engagement. We consciously worked to create a facility worthy of being the gateway to Akihabara Station, one that would inspire anticipation and enjoyment within the Akihabara district itself.

Our goal was for visitors to feel they had truly arrived in Akihabara the moment they stepped into "ÉCUTE Akihabara."

──How did the project progress?

Kikuchi: The project progressed through numerous co-creation workshops at Dentsu Inc. with members gathered from various departments. We started by introducing diverse data, future projections, and case studies. Then, we conducted a workshop where everyone shared their thoughts on how they envisioned change.

These workshops usually get pretty quiet. Maybe it's the pressure to "hit a home run" (laughs). But the JR-Cross team members were genuinely passionate. They shared so many thoughtful perspectives from their own viewpoints, and you could really feel how seriously they were thinking about this every day. It was truly moving. It felt less like supporting the project and more like we were the ones learning from them.

Takabe: I was amazed at how many ideas we gathered—far more than expected. They covered an entire wall of the meeting room. Over 70 ideas in total, right? Taking those ideas further, leaping over various hurdles to make them happen—I believe that's something only JR-Cross could achieve.

Kikuchi: Through the workshop, we heard many perspectives, which gave birth to the phrase "Open Up, Ekina-ka." It embodies the vision of stations becoming open spaces—connecting Ekina-ka with local communities and society, unlocking people's potential.

What really stood out was everyone saying, "It's a shame that no matter which Ekute you go to, you don't really get that unique Ekute feel specific to that station." Since it was opening in a place with the distinct character of Akihabara, we wanted it to be a place where the moment you step into Ekute, you feel, "I'm in Akihabara!"

Harada: We held a preview event on April 2nd. I watched from an elevated vantage point the entire time and felt it really captured the essence of Akihabara. Looking at reactions from visitors on social media, some commented, "Akihabara Station suddenly changed!" – exactly what we aimed for.

What was necessary to surpass what had been taken for granted?

──What hurdles did you face while advancing the project?

Takabe: While the concept itself could be as free as you like, there are, of course, physical and time constraints. Especially since the station is a public facility, creating something new and interesting within those constraints was far more difficult than we imagined.

Harada: There were truly mountains of hurdles. We were driven by the belief that doing something new would benefit and contribute to the city, but we couldn't get everyone involved to share that same conviction. Amidst an atmosphere of "They suddenly started doing something—is this really okay?", convincing people was a real struggle.

Kikuchi: I distinctly remember the incredibly positive discussions during the workshops we conducted together. The sales staff, who interact directly with customers, had a fundamental focus on "absolute courtesy and safety." Meanwhile, Mr. Banada's department encouraged change while maintaining pride. Both perspectives were present. But as we worked together, even with differing opinions, the discussions naturally gravitated toward "how can we change in a way that truly delights our customers?" It was genuinely positive.

Harada: JR-Cross's Development Company is focused on permeating the purpose, "A little while at the station, a little more, forever." I think everyone is heading in the same direction. We weren't confrontational; we were broadly facing the same direction while discussing which specific path to take.

All-cashless payment and retro games. Measures true to "ÉCUTE Akihabara" have been realized

──Regarding "ecute Akihabara," which overcame such challenges to become a reality, could you share some specific new initiatives?

Nishida: First is the all-cashless system. Customers can handle payments themselves. Also, at the centralized register, payments can be processed even without staff present. With some shops operating solo shifts due to staffing shortages, eliminating payment duties allows staff to focus on other tasks or step away from the sales floor briefly—that's a major feature.

Alongside this, we've introduced one AI-powered guide robot. Currently, it can answer questions, but we plan to expand its role—like having it assist with bento sales, provide station information, or offer guidance around Akihabara. By the way, if you ask it to "take a commemorative photo," it actually makes a heart shape with its hands (laughs). And only with one hand.

Harada: Since its responses aren't perfect yet, we've labeled it as "still learning." We've also created a metaverse space. It's a web-based environment mirroring the actual shop layout, so you can navigate stores like you would a floor map. Asking questions there triggers the generative AI to provide answers.

It truly captures the atmosphere of "ecute Akihabara," and we envision using this space for future events and integrating promotional activities effectively. We've also created adorable characters, and we'd be thrilled if we could eventually expand our business using these characters.

Through these initiatives, we've managed to address the social challenge of labor shortages while simultaneously providing enjoyment for our customers.

Takabe: Another initiative that feels distinctly Akihabara, known as the city of games, is the retro game machine "PLAY FOR THE FUTURE -AKIBA DONATION-". The amount spent playing is donated to improve Akihabara.

Harada: It's not just about placing games; we've built a cycle where playing connects to donations that revitalize the town. We created something that lets people enjoy themselves while ultimately contributing to the town's development.

We also created shopping baskets using discarded plastic umbrellas, which are especially common at stations, and commissioned the artist collective magma to create art using waste materials unique to Akihabara. By tackling social issues through upcycling and seamlessly integrating these elements into the facility to create distinctive spaces, we believe visiting ECUTE becomes even more enjoyable. We think we've created something that makes people want to stop by and think, "I'll go see that art again today."

──I hear the dress code has been updated too.

Harada: ÉCUTE wasn't originally a facility with strict dress codes. However, and this is a downside, because the rules were written down, it felt restrictive. Dentsu Inc. helped us reinterpret that, creating a broad principle for the first page of the rules: "It's fine to leave it to individual judgment within the store's discretion." Just that alone changes the image, I think.

Kikuchi: The original concept was to have staff members dress up as cosplay cast members. Basically, the retro games, shopping baskets, and dress code discussions we're having now all emerged from those 70 ideas mentioned earlier.

Regarding the dress code, we expanded the discussion from cosplay and explored the perspective: "What if we made it valuable for the people working here?" That led to the idea of updating the dress code to suit the current era. It was an idea that took a huge leap from the original proposal to the final output.

Harada: We also created a runway gate for our working cast members. By adding fun to their daily commute, we wanted to infuse their work with a brighter spirit.

Takabe: This originated from shop employees being called "cast." The idea that "the stage is where cast members shine" led us to the Cast Runway Gate initiative.

Harada: Our role as commercial facility operators is to attract customers, but whether they ultimately make a purchase depends on the on-site cast members. We put a lot of effort into ensuring they can work as comfortably and positively as possible.

The key point was the strong conviction among employees that "We must change!"

──What was the most crucial point in this project?

Harada: This might be an unexpected answer for the first question, but actually, there were concerns about insufficient power supply. For a new facility, you could just install new lines, but for an in-station commercial facility, you have to work with what's already there. The cooperation of the relevant departments, despite the rough hardware plans already being finalized, was what made this project possible.

Also, reaching out to Dentsu Inc. might have been the most crucial point. Mr. Takabe from Dentsu Inc. initially gave us a different proposal, but somehow, based on that proposal, I sensed they could become a powerful partner for this Akihabara project. Taking the plunge and asking, "Could you do something like this?" was something I'm really glad I did (laughs).

Nishida: This time, employee awareness of the issues was particularly high. Everyone had a strong sense of "We have to change, so let's change." That was the foundation, and management also shared that awareness. I don't recall ever proposing a change and being told it was impossible. I think that was key.

Harada: Regarding the employees, I really felt that sense of unity – that they were all members of the same company. I realized everyone truly shared that awareness that change was necessary. It was something I thought I knew, but actually didn't. Opportunities like this haven't been common before, so I think it was great we could create this co-creation workshop space.

Kikuchi: From our perspective, the desire to change was really palpable from everyone. Since we decided things through group discussion, it became hard to pinpoint whose idea was whose. What impressed me was how, through repeated discussions, we managed to steer things in a positive direction.

Harada: Like with the power issue earlier, I really felt this time that even when faced with challenges, our employees ultimately think, "But how can we make this happen?"

Nishida: We created the opening announcement video with the desire to "let people feel a new, Akihabara-style ECUTE."

Nishida: We had several concepts, but everyone unanimously agreed, "This is it!" Even when we hid the "Akihabara" text, people still recognized it as Akihabara. I think that's where everyone felt that instant connection.

Harada: Looking at the feedback on X, we definitely see comments like "It's perfect for Akihabara" or "It's so cute."

──Finally, could you share your outlook for the future?

Nishida: Actually, we've framed this sustainable initiative as a single project. Dentsu Inc. created the phrase "Good Choices, Better Future" for us, along with a logo to promote it. We want to keep this phrase constantly in mind and ensure our efforts don't fade away.

Then there's the operational concept we developed through workshops: "Open Up, Ekina-ka." To foster connections with the community, society, and people, I believe it's crucial to fully leverage this phrase.

Harada: The mindset we challenged ourselves with at "ecute Akihabara" this time, we want to bring to other ecute locations too. Moving forward, we want to keep going without burning out, so that ecute itself can continue to offer new things to our customers.

──Thank you for sharing your valuable insights this time.