Celebrating 80 years, Yamafuku Co., Ltd. supports high-end Japanese cuisine with expert trading, product development, manufacturing and OEM solutions, driving culinary innovation while preserving washoku traditions.
To start, could you introduce your company to our readers and outline its primary business pillars?
Our company will celebrate its 80th anniversary this June, and I am honored to serve as its third-generation CEO. We began as a retail store in the Sonezaki area of Umeda, a vibrant district in Osaka, and continue to operate that store to this day. In addition to retail, we also started wholesaling activities early on, supplying ingredients directly to nearby restaurants. Over the past eight decades, our wholesaling operations have grown significantly, and our annual sales now total JPY 30 billion.
Today, we are one of the largest companies in our industry, with a strong focus on product development. We launch 20 to 30 new products every month, some developed from scratch, while others are created through collaborations. Partnerships have been vital to our success and the number of our partner companies exceed 1,500. These collaborations allow us to consistently innovate and introduce new offerings to the market.
One of our key strengths lies in our development capabilities, which are particularly important in the context of washoku (traditional Japanese cuisine). Japan's distinct four seasons mean that some products are seasonal and not available year-round. However, we offer an extensive range of approximately 50,000 items overall, which has been a significant driver of our growth and success.
While the majority of our business (95% to be precise) is focused on trading and wholesaling, we also have a manufacturing function. Our proprietary brand, Aji Hyakka, represents around half of the products we handle. We have operated as a fabless manufacturer for many years, we acquired our own proprietary factory in Miyazaki ten years ago, further enhancing our capabilities.
This model has allowed us to maintain our high rate of product development, with more than 500 new items introduced every year.
From left to right: Chili pepper paste (for Momiji oroshi); Sesame paste; Kuri-kanro (Chestnuts in syrup); Ume-kanro (Plums in syrup); Goma-tofu white/matcha
Our company doesn’t engage in simple wholesaling activities. Instead, we operate as a trading company, collaborating with partners specialized wholesalers serving high-end Japanese restaurants for professional chefs. While we don’t directly supply products to the restaurant industry, we provide expertise and support to fish and vegetable stores, as well as wholesalers in all 47 prefectures of Japan. These wholesalers, while not exclusively tied to our company, maintain strong relationships with high-end washoku restaurants and hotels.
We intentionally keep a low public profile and don’t advertise to the general public. Within the washoku industry, however, our tailored approach is a critical part of the culture. Our goal is to support Japanese chefs professionally. If our products were widely marketed—for example, sold in convenience stores where their ease of use became public knowledge—it could undermine the value we bring to chefs. While Yamafuku may not be a household name for the general public, almost every Japanese chef knows about us and relies on our products.
In addition to our trading and manufacturing functions, we operate logistics centers, giving us the capacity to stock and deliver products efficiently. Unlike many other wholesalers, we can store large inventories and ensure timely deliveries to our partners.
Around twenty years ago, we established another key pillar of our business: OEM manufacturing of osechi cuisine (special New Year’s boxed dishes). Traditionally, osechi items are sold individually, with buyers unpacking pouches and arranging the food into boxes themselves. To enhance safety and convenience, we began offering osechi prepackaged in boxes. These products are sold under major retail brands, with our company operating behind the scenes as the OEM manufacturer. We faithfully reproduce the flavors and aesthetics of osechi and deliver finished products for sale under our clients’ brands.
Osechi is a significant market in Japan, with 5 million sets sold annually. Of these, 1.2 million were manufactured by us in 2024. Our product lineup includes approximately 600 osechi items, and we work with major retailers, shopping channels, luxury hotels, Ryotei(traditional Japanese restaurant), Ryokan (traditional Japanese Inn), well-known mass merchandisers and department stores.
Many foreigners view washoku as something deeply rooted in tradition, often perceiving it as fixed in its offerings and resistant to change. However, your company has developed more than 50,000 items, clearly demonstrating its evolution and adaptability. How has washoku eveolved over time?
Washoku is incredibly diverse, encompassing everything from ramen noodles to traditional kaiseki and many other types of cuisine. Our focus is on preserving the essence of washoku to ensure it is passed down to the next generation. A key element of washoku is its connection to special occasions and events throughout the year. This isn’t everyday food—its cuisine crafted with purpose and meaning. This unique characteristic has gained recognition worldwide and played a significant role in washoku being designated by UNESCO as an intangible cultural heritage.
While the decoration and presentation of washoku have evolved slightly over the years, the essence of its taste has remained unchanged. The fundamental principle is to bring out the natural flavors of the ingredients, which is why we use minimal seasoning, avoiding excess salt or overpowering flavors. The method of processing traditional ingredients has not changed, as it’s the optimal way to preserve and highlight their original flavor. Staying true to these methods ensures that we honor the core of washoku.
Although there may be some changes in how washoku is presented, the taste remains deeply rooted in tradition, reflecting its timeless connection to Japan’s culinary heritage.
Japanese food-related exports have reached record-breaking numbers for 11 consecutive years, hitting JPY 1.45 trillion in 2023. Globally, the popularity of Japanese cuisine is evident, with the number of Japanese restaurants overseas more than tripling in the past decade—from 55,000 in 2013 to nearly 200,000 today. Why do you think Japanese food is gaining such widespread popularity overseas? What opportunities does this present for your company as you consider international expansion?
Firstly, washoku has a strong cultural appeal—it is visually stunning and tastes delicious. With the rise of media and the internet, we’ve been able to showcase its beauty to a global audience, which likely contributed to washoku being recognized as a cultural heritage.
Another key factor behind its growing popularity is its health benefits. As health consciousness increases in markets like the US and Europe, more people are drawn to the nutritious aspects of washoku. Although things have changed now, this was said more than 10 years ago that Japanese people traditionally consumed around 8,000 different food items over their lifetimes due to periods of scarcity that encouraged culinary diversity. This variation contributed to their health and longevity. By contrast, people in the US and Europe typically consume only around 3,000 different food items. This diversity in diet has been linked to the longer lifespans of Japanese people.
When it comes to food produced for high-end restaurants, the focus isn’t necessarily on making people feel full. While dishes like ramen or sushi may satisfy appetites, many overseas diners appreciate washoku for its visual presentation and the intricate methods used to cook and process the ingredients. They often seek to entertain their eyes and enrich their culinary knowledge rather than simply eat to fullness. This visual and intellectual appeal resonates particularly with affluent diners, further driving washoku’s popularity abroad. I believe Washoku has the power to nourish our hearts as well.
Another critical factor in the global expansion of washoku is the advancement of logistics and processing technologies, particularly freezing technology. These innovations have enabled us to export delicate washoku products without compromising their quality or taste. Traditionally, washoku was handmade rather than mass-produced, but modern freezing technology allows us to replicate its authenticity and quality at scale. This has been a major breakthrough, allowing us to bring washoku to global markets while maintaining its integrity.
You mentioned earlier your various business segments, including OEM manufacturing, your original brand, and your trading operations. Which of these segments do you believe holds the greatest potential for your company in the global market? Additionally, what strategies are you implementing to capitalize on that potential?
I joined the company over 40 years ago, and at that time, our overseas exports were conducted through a trading company. One of our key exports was Momiji Oroshi, a unique Japanese spice made by adding red chili peppers to grated Japanese radish. It’s a highly specialized flavor, and we remain one of the companies exporting such distinctive products internationally.
Today, the main pillar of our overseas business continues to be exports, with annual sales currently standing at JPY 400-500 million. Our goal moving forward is to ten times this figure, as we believe we have the potential to achieve it. Instead of focusing on a specific country, our strategy is to increase sales globally. Of course, some markets are easier to penetrate than others, so we’re initially prioritizing those. A critical element of this strategy is identifying the right partners to work with in each region.
Another key consideration is which products to introduce to overseas markets. While our offerings are well-received in Japan, some may not align with the preferences of international consumers. For example, while Japanese cuisine often appeals to affluent consumers globally, this group represents only a small portion of the population. To reach a broader audience, we’re focusing on the middle-class market in countries like the US, where there is growing interest in washoku and its cultural significance. Currently, we are in the observation phase, studying market needs so we can develop products that align with those demands.
One of our core strengths is osechi, but it’s not a product that resonates broadly in markets like the US. While we do sell osechi to Japanese communities abroad, the market size is limited. However, the technology we’ve developed for osechi could be adapted to other areas, such as bento lunchboxes. We believe this technology has strong potential for exports and could help us expand our global presence.
You mentioned that selecting the right partnerships can be a challenge. What types of partnerships are you looking for, and in which countries? Additionally, what value can you offer potential partners, and why would they choose to collaborate with you?
We aspire to sell directly to local overseas markets, but there are significant hurdles to overcome before that becomes a reality. A second, more ambitious goal is to establish a local factory overseas. While this would be a major investment, we hope to achieve it in the future.
Currently, we are focusing on collaborations with Japanese trading companies, many of which have a strong presence in key markets like the US, Hong Kong, and others. Working with these companies allows us to leverage their established networks and expertise. One of our major strengths is our diverse product range, offering many different food items that trading companies can introduce to new markets.
To succeed, it’s crucial to align with trading companies that see value in partnering with us. We aim to collaborate with those that have diverse capabilities and strong networks. Another possibility is working with local overseas trading companies, particularly in regions like Hong Kong and Taiwan, where many local firms are funded by Japanese trading companies. However, the best approach is to visit these locations in person to gain a clearer understanding of local market needs and dynamics.
One of my personal aspirations is to provide our food items directly to overseas Restaurants other than Japanese ones. Our products have significant appeal within any kind of culinary sector, much like it does in Japan, where we already supply products not only to washoku restaurants but also to French and Chinese establishments. While the chances of achieving this immediately may be low, it remains a dream of mine.
When it comes to food, quality speaks for itself. If the food is good, chefs will use it. Chefs value the essence and quality of their ingredients, and our advanced processing technology ensures that we can deliver exceptional products to chefs around the world. Ultimately, the palate doesn’t lie, and chefs recognize the truth in high-quality ingredients.
Yamafuku has been actively participating in global trade events to showcase its products and strengthen its international presence. Notably, you exhibited at Japan`s Food Export Fair 2023 at Tokyo Big Sight an event focused on connecting food industry companies with domestic and international buyers. What value do these exhibitions bring to your company, and are there plans to exhibit at international events to further expand your global reach?
That is a very timely question, as we are planning to exhibit at FOODEX Japan this March. FOODEX Japan is a significant event, and up until three years ago, we attended it annually. This year, the primary goal of our presentation is to increase our market share for professional use in the wholesaling business. However, our current main focus is on expanding our export business.
We are also exploring new types of restaurant services. For example, café-style restaurants are becoming increasingly popular in Japan, and we are looking to approach these operators as potential clients. Additionally, in the future, I’d like to develop a B2C business. Attending exhibitions like FOODEX provides an excellent opportunity to explore these new avenues and connect with the right partners.
If we were to interview you again on the last day of your presidency, what goals or personal ambitions would you like to have accomplished by then as president of Yamafuku?
While the Sustainable Development Goals (SDGs) are important, my highest priorities as president are ensuring the survival of the company and protecting our employees. Traditionally, dishes like sushi, ramen, and beef bowls are often associated with washoku. However, our company focuses on value-added, special cuisine for events and occasions—traditions that I believe must be preserved and passed on to the next generation.
While we are not chefs, our company has accumulated a wealth of knowledge and expertise over the past 80 years. It’s my responsibility to ensure that this legacy is handed down to the younger generation.
That said, I do have concerns about misconceptions arising from the global popularity of Japanese cuisine. Sometimes, inaccurate information spreads, leading to misunderstandings about washoku. For example, many dishes that are considered Japanese food overseas are not actually recognized as such in Japan. My goal is to protect and promote the traditions of Japanese cuisine by highlighting its true origins and significance. This includes dishes like osechi and shojin ryori, which carry deep cultural and historical meaning.
As president, my mission is to convey the essence and importance of these special cuisines and ensure their preservation for future generations. That is the legacy I aim to leave behind.
For more information, please visit their website at: https://www.yamafuku-net.co.jp/
To read more about Yamafuku, check out this article about them
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