Cultivating Japan's Culinary Excellence

Japan’s food-related exports reached a record-breaking JPY 1.5 trillion in 2024, and the number of Japanese restaurants overseas has grown to 200,000. What do you see as the main reasons behind the rising global popularity of Japanese cuisine?

Several key developments in recent years have helped promote Japanese cuisine—washoku—to the world. First, the quality and efficiency of transporting Japanese ingredients has improved significantly. For example, ANA has established a hub in Okinawa to deliver fresh food to Southeast Asia, making it possible to supply fresh ingredients on the same day.

Second, in 2013, washoku was designated as an Intangible Cultural Heritage by UNESCO. This recognition attracted global attention and inspired many people to visit Japan in search of unique experiences, including enjoying authentic Japanese cuisine. Once they arrive, they quickly realize that Japanese food encompasses much more than just teishoku (set meals). For instance, visiting an izakaya offers the chance to enjoy a wide range of dishes at very reasonable prices.

Even years ago, cities like London and Paris already had a handful of Japanese restaurants, which helped introduce Japanese food to international audiences—typically serving staples like sashimi and tonkatsu. For a long time, this model didn’t change much. But now, with better ingredient logistics and growing global interest, the variety and authenticity of Japanese cuisine available overseas has expanded considerably.

This combination—greater access to authentic ingredients, the proliferation of overseas restaurants, and an increasing number of inbound tourists discovering the true breadth of Japanese cuisine—is what’s driving the growing global popularity of washoku today.

In 2024, Japan welcomed a record 37 million international tourists. One of the highlights for many of them is experiencing authentic washoku during their visit. The Japanese government has recently announced a goal to reach JPY 4.5 trillion in food and beverage spending by 2030. How is your company leveraging this tourism boom to contribute to and benefit from that growth?

At Four Seeds, our restaurants aren’t just destinations for international travelers—we primarily serve local Japanese customers. However, once tourists discover and enjoy our food, many of them share their experiences on social media. That word-of-mouth has been incredibly powerful in spreading awareness of our restaurants to a global audience.

We operate a diverse range of restaurants, and each is now receiving greater exposure online thanks to international visitors. For example, our restaurant Torafuku specializes in traditional rice-based washoku and features a seasonal menu that changes throughout the year. We also partner with local suppliers to source fresh, high-quality ingredients. This approach has been a part of our philosophy for many years, but recently, international travelers have begun to take greater notice of its uniqueness.

This model—sourcing fresh fruits, seafood, and vegetables through trusted local networks—is consistent across all of our restaurant brands. It's something we've long believed in to deliver what we consider the best food in the world Now, with increasing international interest, we're turning our attention to how we can further elevate the quality of our service to better meet the needs of a growing global customer base.

One of the major challenges Japan is currently facing is demographic change, which has led to a growing labor shortage. What is your strategy for addressing this issue and ensuring a stable, reliable workforce in the years ahead?

The labor shortage has made recruitment more challenging, but let me share an example of our approach at PIZZA-LA. Each PIZZA-LA location typically employs 20 to 30 part-time workers, and we provide them with thorough training—not just in day-to-day operations, but also in understanding the broader strategy behind our business.

In a way, it functions like an internship, giving them a chance to learn about both the business and the food. After gaining this experience, many of them go on to become full-time employees.

There are many ways to recruit part-time workers, but when it comes to hiring full-time staff, what matters most is how well we can share and align our values. That shared understanding is the foundation for long-term success.

Recently, we’ve seen more foreigners coming to Japan to work, but many small and medium-sized  restaurant companies are still struggling to recruit talent—and unfortunately, some have even had to close as a result.

Fortunately, Four Seeds is a larger organization, and our scale helps us mitigate this challenge. In fact, because we operate a wide variety of food brands, we’ve implemented a human resources rotation program that allows us to effectively allocate staff across the entire Four Seeds group.

This system not only helps us manage labor shortages more efficiently, but also gives our employees broader experience and more opportunities for growth within the company.

Another consequence of Japan’s demographic shift is a shrinking consumer base, as the population continues to decline. What steps are you taking to mitigate the impact of this trend on your business?

The declining population is something beyond our control, but there are still steps we can take to help mitigate its effects. As I mentioned earlier, more non-Japanese individuals are coming to work in Japan. However, compared to the Japanese population, only a small portion of these workers currently consume our items. That presents an opportunity—we believe there’s potential to grow this segment of our customer base in the future.

Additionally, we’ve taken the step of  requesting that the Japanese government implement countermeasures to address the population decline. One of the root causes is that many young people in Japan are choosing not to marry or have children. To address this, we believe bold actions may be necessary.

For example, some schools in Japan are still gender-segregated—male-only or female-only institutions. Merging these schools could foster more natural interaction and social connection between young men and women. We’ve raised these kinds of proposals with some politicians, but unfortunately, many are either preoccupied with other priorities or hesitant to take bold steps.

Still, if Japan is serious about reversing or slowing the population decline, we believe drastic measures must at least be considered.

You mentioned that your company’s large scale and diverse business portfolio help reduce the labor-related challenges faced by smaller restaurants in this highly competitive industry. How does the collaborative platform you’ve built across your various brands give you a competitive edge in the market?

Our restaurant portfolio spans a wide range—from casual, affordable options like udon shops to Joël Robuchon, our high-end French dining concept. This broad price spectrum allows us to compete across various market segments, but our goal remains the same: to succeed in each category.

Joël Robuchon has already established itself as a leader in the fine dining segment, and it’s essential that we maintain that position. To do so, we’re not taking a passive, “wait and see” approach—we’ve set ambitious goals, including aiming for recognition through the Meilleur Ouvrier de France (M.O.F.). This level of excellence is necessary to secure our position in a highly competitive market. Although Joël Robuchon himself has passed away, it’s our responsibility to carry on his legacy by maintaining the restaurant’s world-class quality.

Across all of our restaurant brands, we aim to be the top name in each respective segment. That’s why we’re committed to sourcing the highest-quality ingredients and continuously developing new offerings for our customers. For example, we recently  chose　traditional green onions of Fukaya, located in Saitama  Prefecture. We actively seek out local and distinctive ingredients like these—not only to elevate our cuisine, but also to delight and connect with the communities we serve.

Château Restaurant Joël Robuchon

We recently opened a shop in the city of Kobe, near the port, and to bake our pizzas, we chose whitebait caught at local fishing port,and wood sourced from  prefectures neighboring  Kobe. Our goal is to use local materials whenever possible to create true“Chisanchisyo” food that resonates with the local community.

This approach allows us to offer a more meaningful dining experience—one that reflects and celebrates the region. It’s our way of bringing joy to the people in each area we serve.

We spoke earlier about the importance of tourists experiencing local cuisine during their visit to Japan. Many of them want to enjoy that same food again once they return home. For example, you’ve opened one of your Kua Aina Hawaiian gourmet burger restaurants in Taiwan, and I’m sure many Taiwanese visitors who dined there in Japan are pleased to have access to it locally. Given your strong emphasis on using local ingredients, how do you ensure that this principle is maintained across your various international locations?

Our approach is to use local ingredients whenever possible. Even Tokyo, for example, has its own unique vegetables—but the supply isn’t always sufficient for consistent use. In cases like that, we look for ways to offer something distinct from the usual dining experience.

Take tonjiru, a traditional pork and vegetable miso soup. At Four Seeds, we use seven ingredients to make our version unique. Our goal is always to enhance flavor and elevate quality. By doing so, we aim to expand and enrich the customer’s food experience—offering dishes that are not only delicious but also uniquely tied to the Four Seeds brand. This is one of our key differentiators.

As you mentioned, many travelers enjoy our food while visiting Japan and hope to experience it again once they return home. That’s a great opportunity for us. However, progress on expanding overseas offerings was unfortunately slowed in recent years due to the impact of COVID-19.

Which country do you see as having the greatest potential for your international expansion plans?

It’s difficult to pinpoint just one country, as many markets hold strong potential for our international expansion. Since our business operates on a franchise model, partnerships are absolutely critical. There are several possibilities—ranging from offering traditional Japanese cuisine overseas to more localized adaptations—but success largely depends on the strength and alignment of our local partners.

Localization is key. While we certainly want to showcase our recommended products, we also recognize the need to adapt our offerings to suit local tastes. This process can’t be dictated solely by Four Seeds; it must be a collaborative effort with our partners in each market.

Because our strategy relies heavily on partnership and dialogue, it’s not about choosing one specific country or region. Expansion will be shaped by ongoing conversations and mutual understanding with both current and prospective partners.

You mentioned that your restaurant portfolio spans all segments and budgets—from casual udon shops to high-end French cuisine. What inspired you to expand into non-Japanese cuisine, and how do you differentiate yourself from other major brands to stay competitive in those market segments?

PIZZA-LA was the original brand launched by Four Seeds, and it was developed specifically to suit the tastes of the Japanese market. You asked about how we differentiate ourselves from large competitors—in the case of pizza, we’re up against global brands like Pizza Hut and Domino’s. However, these brands typically offer the same products in Japan that they serve elsewhere in the world. They don’t tailor their offerings to the unique preferences of Japanese consumers.

That’s where our model stands apart. The key concept for us is the “Japan standard”—we design our food to match Japanese tastes, and that makes a significant difference.

Beyond PIZZA-LA, we also operate several well-known international brands. For example, we manage Joël Robuchon, as well as Modern Catalan Spanish BIKiNi, which is guided by renowned chef Josep Barahona Viñes. Our Italian brand,  TO THE HERBS, is another example of our approach.

And as you mentioned earlier, we also manage  KUA'AINA, founded in Hawaii by Terry Thompson. After working closely with the brand’s owner, we’ve adapted the flavors to better suit the Japanese market. Of course, we respect the original concepts of each brand, so we avoid drastic changes and maintain consistency—but we do localize the taste.

That’s why we often refer to our food as “Japanese food,” even when it comes from other culinary traditions—because it’s thoughtfully adapted to meet the preferences of our local audience.

If you had to define your company in one sentence, what would that be?

A simple definition would be the Japan standard I just mentioned. Since we are providing products for Japanese people, they should be aligned with their tastes and preferences. Our goal for all our business activities is to  surpass all competitors in each segment.

For more information, please visit their website at: https://www.four-seeds.co.jp/corporate