With more than a century of experience in Nagano, Alpico Holdings is transforming the region into a must-see destination by integrating transportation, hospitality and digital innovation. Its forward-looking strategy aims to strengthen Japan’s local economies while attracting global travelers seeking authentic cultural and nature-based experiences.
To begin, how do you view the current state and future prospects of Japan’s tourism industry following the pandemic?
Thank you for the opportunity. Japan’s tourism industry is steadily regaining momentum after the impact of COVID-19. Over 370,000 Japanese citizens traveled abroad in 2024, and this year we’ve already surpassed 600,000. At the same time, inbound travel to Japan is making a strong comeback.
There are several key factors behind Japan’s appeal. First is the exceptional level of hygiene. Travelers often comment that once they’ve experienced the cleanliness of Japan—especially its public restrooms—they can’t imagine staying elsewhere.
Second is safety. Japan’s low crime rate offers travelers peace of mind, whether they’re solo adventurers or families.
Third, Japan is taking a whole-of-nation approach to promoting tourism. The government and related agencies are investing in infrastructure, marketing, and destination development to position tourism as a strategic growth industry.
Fourth, the reliability and precision of our public transportation network ensures that from the moment visitors arrive, they can move around the country smoothly and stress-free.
Fifth is the seasonality. Japan’s four distinct seasons—cherry blossoms in spring, vibrant festivals in summer, autumn foliage, and world-class skiing in winter—mean that visitors can return multiple times for entirely new experiences.
And finally, the weaker yen has further enhanced Japan’s value proposition for international travelers.
How do you differentiate regional tourism in Japan from major cities like Tokyo or Osaka?
Urban centers like Tokyo and Osaka are well-known through anime, media, and pop culture. But the true essence of Japan can be found in its regional areas, which offer deeply authentic experiences.
In Nagano, for example, we offer programs like rural farming experiences, soba noodle workshops, snow sports, and even guided tours to see the raichō (rock ptarmigan), a nationally protected bird. These are unique experiences you simply won’t find in the cities.
We’ve also seen that repeat visitors—those who have already explored the big cities—are increasingly seeking experiential, nature-based, or cultural activities. Regional tourism answers that demand and opens up entirely new travel journeys for these seasoned travelers.
ALPICO has developed a fully integrated tourism ecosystem. Could you share more about how this functions and the benefits it brings?
Yes, that’s a key part of our strategy. ALPICO originated in transportation, but today we offer a fully integrated tourism infrastructure—from mobility to accommodations to visitor services—all within the group. This creates significant synergies across our operations.
Our 105-year history has earned us deep trust within Nagano Prefecture, enabling strong partnerships with local governments and organizations. This foundation allows us to implement comprehensive and multilayered tourism strategies.
Honda Motor Co., Ltd. and the Alpico Holding Co.,Ltd had been collaborating in the development of high value-added products even before the launch of the HondaJet share service, currently the only regional tourism-focused company among Honda Jet’s official partners in Japan.
In addition, we operate charter flights to Matsumoto Airport through a partnership with FDA (Fuji Dream Airlines). This dual approach—offering both large-scale transportation and bespoke, premium travel—enables us to meet a wide range of customer needs.
Your group operates across multiple sectors, including retail. How does this business model contribute to tourism?
While retail currently accounts for approximately 75% of our sales, its profit margins are relatively low. On the other hand, our tourism and transportation segments, though smaller in sales volume, are significantly more profitable.
We strategically reinvest the cash flow generated from retail into high-margin businesses like hotels and premium transport. For instance, in 2023, we acquired 26 new buses and made significant capital investments into renovating flagship properties such as the Kamikochi Lemeista Hotel and the Suhaku Hotel in Suwa.
This cyclical investment model—using stable retail income to fund high-return tourism infrastructure—forms the core of our business strategy.
Let’s turn to the long term. Could you walk us through ALPICO’s Vision 2035 and your medium-term strategic initiatives?
Certainly. Our 2035 vision is centered around three strategic pillars:
Ultimately, our goal is not just to protect the way of life in Nagano, but to enhance its global presence. We want to create new value that attracts international travelers—not by merely offering rooms and buses, but by making Nagano a destination of global significance.
How are you working to increase inbound tourism, especially from overseas markets?
We’re taking a multifaceted approach. From joint campaigns with Taipei Metro to participation in major travel expos, we’ve been proactive in building global visibility.
Digital channels like our website and social media have also become key platforms. More importantly, we offer personalized support to inbound travelers—answering questions in real-time and providing one-on-one assistance through social channels. This fosters trust and often leads to repeat visits.
A notable example: this past winter, a Chinese travel blogger featured Togakushi, and the resulting visitor surge exceeded our bus capacity. It was a clear illustration of the power of digital word-of-mouth.
We’ve also defined key focus markets—Taiwan, China, Hong Kong, and Australia—and are tailoring strategies for each. On the supply side, we are actively recruiting international talent, including through partnerships with universities in Indonesia and Nepal. We're even exploring frameworks to welcome overseas bus drivers in the near future.
Looking ahead, how is ALPICO incorporating innovation into the customer journey?
We’re committed to enhancing the travel experience at every touchpoint. We’re piloting digital tools like contactless payments (Suica, Visa touch) and automated check-ins to improve hotel convenience.
We’re also looking toward next-generation mobility. The flying car demonstration at the Osaka Expo offers a glimpse of the future, and we’re watching these developments closely.
Our Kamikochi Lemeista Hotel showcases the kind of experience we want to offer. Each room features a private onsen bath with breathtaking mountain views. At night, guests can gaze up at the Milky Way while listening to the Azusa River below. It’s not just a stay—it’s a once-in-a-lifetime memory.
Finally, how do you see ALPICO’s role in the broader evolution of Japan’s regional tourism ecosystem?
Tourism today is a global competition. Without increasing a region’s inherent appeal—its "comparative advantage"—both businesses and communities will struggle to compete.
At ALPICO, we see ourselves as a driver of regional revitalization and global outreach. With over a century of history and a commitment to sustainable management, we are focused on building long-term value for Nagano, for Japan, and for the travelers of tomorrow.
For more information, please visit their website: https://visit-nagano.alpico.co.jp/
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