Discover how Fujiya Hotel blends over a century of history with modern hospitality to position itself as Japan’s top resort destination. It aims to revitalize regional tourism and preserve its cultural heritage for future generations.
In 2024, Japan experienced a tourism boom, with a record 37 million inbound visitors by the end of the year. In response, the government has set an ambitious target of attracting 60 million tourists by 2030. From your perspective as a hospitality company, what makes Japan such a prime tourist destination?
I believe there are several reasons. First, Japan is widely recognized as one of the safest countries in the world. Second, it boasts a highly developed transportation system. The punctuality of the Shinkansen, which runs frequently between major cities at short intervals, is particularly impressive. Hakone, where our headquarters is located, is also easily accessible from Tokyo via the Shinkansen.
Next, Japan is a country blessed with four distinct seasons, which influence not only its natural landscapes, but also its lifestyle, culture, and cuisine. Over the course of its long history, and shaped by its environment as an island nation separated from its neighbors by the sea, Japan has cultivated a unique identity. This refined uniqueness has become a compelling draw for tourists. In recent years, Japan-originated content such as anime and manga—especially global phenomena like Pokémon—have also gained significant international influence, attracting many visitors who travel specifically for these cultural experiences.
Furthermore, Japan is known for its spirit of omotenashi, a deeply rooted concept of hospitality characterized by attentiveness, kindness, and consideration toward guests. It is a form of non-verbal communication that reflects Japanese values and was introduced to a global audience during Japan’s presentation at the 2013 IOC session for the Tokyo 2020 Olympic bid.
As you mentioned, the Japanese government has set an ambitious goal of attracting 60 million foreign visitors by 2030 and is actively implementing support measures to boost tourism. These initiatives are also seen as a response to the challenges of an aging population, declining birthrate, and growing concerns over overtourism. Nevertheless, Japan continues to evolve into an increasingly attractive travel destination. I hope visitors will fully enjoy everything the country has to offer—from its nature and culture to its cuisine, shopping, and immersive experiences.
You mentioned two key factors—over-tourism and Japan’s declining population. Additionally, many tourists follow the “Golden Route” from Tokyo to Kyoto and Osaka, rarely venturing into rural areas, which are the regions most affected by population decline. From your perspective, what needs to be done to attract more tourists to explore destinations beyond the usual tourist hotspots?
Until last year, I served as the president of a regional hotel for about ten years. Based on that experience, I would like to highlight two key challenges facing Japan’s regional tourism industry.
The first is the issue of accessibility. This includes not only transportation from overseas or major domestic cities to regional destinations, but also the mobility within those regions—such as local trains, buses, and the development of walkways and rest areas near scenic spots. While tourists can travel by Shinkansen to a station near their destination, they often find themselves relying on local buses that may run only once an hour. I refer to high-speed trains and air travel as “primary transportation infrastructure,” and local bus and train networks as “secondary transportation infrastructure.” It is this secondary layer that requires further development. Some regional airports are making efforts to attract international flights, but overall, I believe there is still much work to be done. Hakone, where our headquarters is located, lies outside the so-called “Golden Route,” but still benefits from convenient access from Tokyo.
The second challenge is population decline in regional areas. This issue not only threatens the continuation of local cultural and environmental preservation activities but also leads to capacity shortages in receiving tourists and hampers the development of new tourism content. Addressing this requires a joint effort between the public and private sectors to revitalize regional economies while implementing countermeasures against overtourism. Travelers who have already explored major cities like Tokyo and Kyoto are increasingly interested in discovering regional cultures. In other words, revitalizing local economies through tourism can directly contribute to solving these structural challenges. I believe the government’s target of attracting 60 million visitors annually reflects this vision.
Attracting visitors through social media has become essential for the hospitality industry to reach a global audience. Your hotel recently launched an official English-language Instagram account to enhance international engagement. How do you plan to leverage social media to attract more global visitors to your hotel?
You’ve touched on a very important point—one that we believe should be a top priority. In 2025, the use of social media continues to grow in importance, enabling us to connect with people around the world at an unprecedented speed and effectively communicate the appeal of our location to potential visitors.
The hotel industry is highly competitive. While we enjoy a certain level of recognition among Japanese guests, we are not affiliated with an international hotel chain, which means our brand awareness overseas remains relatively low. This makes it all the more crucial for us to leverage social media effectively.
In my view, it is important for us not only to share information directly through our own channels, but also to promote ourselves indirectly through third parties. As you mentioned, we have already launched an English-language Instagram account as part of our direct outreach, and this initiative will continue to evolve.
On the indirect side, since last year we have been actively visiting overseas travel agencies to promote our property. In 2024, we visited Hong Kong and Taiwan, and in 2025, we are expanding our efforts to include Singapore, Thailand, Malaysia, Vietnam, and Spain. These visits are aimed at building partnerships and encouraging agencies to introduce our hotel to their clients. We are also considering inviting travel magazines to experience and feature our property. While these are part of our B to B marketing strategy, many of these partners promote their content not only through print media but also through their websites and social media platforms, which further enhances our global visibility.
Fujiya Hotel has a long and storied history, and the building you operate in today recently underwent a major renovation. What can visitors expect when they stay at your hotel?
Of course, we hope you’ll have high expectations—but allow me to share just a few highlights.
First and foremost is our historic architecture. The longer a building’s history, the more stories it holds. Our history dates back to 1878, and the oldest remaining structure on our property was completed in 1891—meaning it has stood for over 130 years. There is no other hotel in Japan with such an old structure still in operation, and it is officially registered as a Tangible Cultural Property by the Japanese government.
Despite its age, there’s no need to worry about safety or comfort. Given Japan’s seismic activity, we undertook a major renovation in 2020 to ensure structural safety. At the same time, we carefully preserved the building’s design elements, carvings, and artworks with the hope that guests 100 or even 200 years from now will still be able to stay in the same building and enjoy its historic charm. We also upgraded the hot spring piping and climate control systems throughout the guest rooms, ensuring a comfortable and modern experience. All guest room baths are supplied with natural hot spring water. In addition, the hotel features both indoor and outdoor pools—our indoor pool is also fed by hot spring water.
Nearby, you’ll find Kikka-so, a historically significant building constructed in 1895 and once used as a villa for the imperial family. It now serves as our dining venue, where guests can enjoy breakfast, lunch, and dinner while overlooking a beautifully landscaped Japanese garden. With a reservation, guests can also experience a traditional Japanese bath made from hinoki (Japanese cypress wood).
Our main dining room, The FUJIYA, was built in 1930 and has specialized in French cuisine since its opening. The reason for this lies in our founder’s travels to Europe and the United States prior to the hotel’s establishment—he learned that French cuisine was the standard for formal international protocol at the time. Over the decades, our French cuisine has evolved in unique ways, blending tradition with local innovation, offering guests an experience they can’t find elsewhere.
Golf tourism has become a major draw for visitors to Japan, with the country ranking second in the world for the number of golf courses. You have a nearby course with over 100 years of history. Do you plan to leverage golf tourism to drive business? Additionally, is there a particular country or region you are targeting to attract golf enthusiasts to your hotels?
We absolutely see great potential in leveraging golf tourism as part of our business strategy. In resort destinations around the world, it’s common to find golf courses located near hotels—and Hakone is no exception. Situated at an altitude of 800 meters, Hakone is a popular summer retreat and is easily accessible from Tokyo. As a result, the area is home to numerous golf courses, including our own Sengoku Golf Course, which is located near Fujiya Hotel.
We are particularly interested in attracting visitors from South Korea. Although the number of golfers in Japan and South Korea is roughly the same, South Korea has only about half the number of golf courses, making Japan an appealing destination for golf enthusiasts.
Our Sengoku Golf Course has a rich and unique history. It was originally built for the Crown Prince—later Emperor Showa—who frequently stayed at Kikka-so. Having become fond of golf during his time in the United Kingdom, he was especially skilled at putting. The course began with just six holes and was gradually expanded to the full 18 holes it has today. It is now the second oldest public golf course in Japan and has a history spanning more than 100 years.
Since the course is operated by Fujiya Hotel, it offers a level of service that reflects the hotel’s high standards. For example, the clubhouse restaurant originally served French cuisine rather than Japanese dishes—something quite rare for a golf course in Japan. Many of the chefs and staff working at the golf course trained in the hotel’s kitchen or previously worked at the hotel, ensuring that guests receive hospitality of the same exceptional quality.
Earlier, you mentioned that the hotel industry is highly competitive, especially with the presence of many international hotel chains. For many, forming international partnerships has become essential for success, taking various forms. How is your company approaching international partnerships and the global promotion of your brand? Are you currently seeking to establish new partnerships with international entities?
This is something we’ve only just begun to explore. For reference, some of the other hotels within the Kokusai Kogyo Group—such as those in San Francisco and Hawaii—are already affiliated with major international hotel brands.
If we were to return in four years for another interview, what goals or dreams would you hope to have accomplished by then?
As the president, my mission is to transform our hotel into Japan’s leading resort—both in name and substance—by the year 2030. Over the next four years, I aim to have our initiatives firmly on track toward achieving that goal.
Are you familiar with Shohei Ohtani of the LA Dodgers? Did you know that during his high school years, he used a Japanese goal-setting framework called the Mandala Chart to help turn his dreams into reality? It involves a 3x3 grid with the main goal written in the center, surrounded by eight sub-goals that support its achievement.
In my case, the central goal is to become Japan’s number-one resort hotel by 2030. Surrounding that are sub-goals in the areas of People, Branding, Cuisine, Hospitality, Facilities, Sales, Finance, and Execution. This framework enables us to translate our ambitions into specific, actionable plans.
Our company employs approximately 1,000 people, and each staff member creates their own Mandala Chart linked to mine, ensuring alignment and shared commitment across the organization. In four years’ time, I hope to see this system working smoothly, driving us collectively toward our shared vision.
If you had to describe our hotel in one phrase, what would you say?
One and Only Hotel in Japan.
For more information, please visit their website at: https://www.fujiyahotel.co.jp/en/
To read more about Fujiya Hotel, check out this article about them.
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