Ikenotaira Resort is Creating Family-Friendly Travel and Building Community Japan’s Nagano Highlands

Japan’s tourism industry has been experiencing remarkable growth in recent years, with a record-breaking 36.8 million visitors in 2024. That number is expected to surpass 40 million in 2025, and the government has set an ambitious target of 60 million visitors by 2030. As a hospitality company, what do you see as the core factors that make Japan such an attractive destination for international tourists?

In my view, there are two main factors behind Japan’s appeal. First is the beauty of Japan’s four distinct seasons, which means that each region offers a different charm depending on the time of year. Second is the country’s rich and unique history—Japan, as an island nation, has a long and storied past that continues to resonate in the culture and values of its people today.

Underpinning these elements is the fact that Japan is an exceptionally safe and clean country, which is incredibly important for international visitors. I also believe the spirit of Japanese hospitality—the genuine eagerness to please—adds a special layer to the experience. When all of these qualities come together, they make Japan truly shine as a travel destination.

Before COVID, the majority of inbound tourists were from China and South Korea. However, in the post-COVID era, while there are fewer Chinese visitors, there has been a noticeable increase in tourists from Europe and the United States. Given the longer travel times, these visitors often stay in Japan for extended periods compared to travelers from neighboring Asian countries. Have you observed a shift in the type of international guests visiting your resort? Could you share more about the kinds of foreign travelers you see spending time in Japan today?

First and foremost, it is important to note that in Japan and many other East Asian countries, there has traditionally been no culture of taking extended vacations lasting over a month. As a result, travelers from these regions have typically taken short trips. Consequently, tourist destinations in Japan have traditionally been geared toward short-term visitors.

However, we’re now seeing more Western tourists coming to Japan, and they tend to stay for longer periods. This shift is prompting changes across the industry—particularly in public transportation and resorts—which are beginning to adapt to meet the needs of long-stay travelers.

I believe the next area to evolve will be guided tours. Japan already has excellent transportation infrastructure to support longer stays, and as this segment of the market continues to grow, we’re likely to see more services designed specifically for these types of visitors.

Is this specifically for your resort or across the market?

This is industry wide but does include our resort.

While Japan welcomed many tourists last year, most tended to follow the traditional “Golden Route,” visiting Tokyo, Osaka, and Kyoto. Yet Japan is a vast country with so much more to offer beyond these major metropolitan hubs. At the same time, the Japanese government is actively seeking ways to revitalize rural areas. From your perspective, what steps do you think are needed to encourage more tourists to venture off the Golden Route and explore Japan’s rural regions?

Promotion and marketing remain major challenges. Many people still associate Japanese culture exclusively with places like Tokyo and Kyoto, but in reality, Japan’s regional areas offer rich diversity and unique characteristics that go far beyond what those cities represent. We need to do a better job of communicating this. The image of a country shouldn't be limited to its capital—this is an important message we must convey to international visitors.

Another key point is that, while Japan is a relatively small country, it has an excellent transportation network that reaches even rural areas. We need to highlight this accessibility in our messaging. In addition, developing guided tours that take visitors through these beautiful, lesser-known regions would go a long way in drawing more tourists off the beaten path.

Do you believe Japan’s current transportation network is strong enough to accommodate the growing demand from international tourism?

There are Shinkansen services departing from Tokyo every 10 minutes, which makes it incredibly convenient. Of course, it’s not realistic to have that level of frequency for every route, but for Tokyo, it's essential.

For those looking to enjoy a more relaxed, slower-paced vacation, I believe Japan’s transportation infrastructure is more than sufficient to meet their needs.

Japan is facing a rapidly aging population and declining birth rates, which present two major challenges: a shrinking labor pool and fewer domestic travelers for hotels and resorts. To what extent are you focusing on attracting more international tourists to help offset the decline in the domestic market?

When I was a child, there were about 50 students in each class at school. However, by the time my own child started attending, that number had dropped to just five. Thankfully, it has now recovered to around 35 students. This shows how closely tourism revitalization and regional revitalization are connected in tourist areas.

At our hotel, our staff includes not only Japanese team members but also people from abroad. In some cases, our staff members have even married international partners and started families here. In this way, tourism can contribute to revitalizing the local population. My dream for the next 100 years is to essentially create a village—a thriving community rooted in this area.

People who prioritize pure convenience will naturally be drawn to the cities. But those who move to rural areas are often seeking a richer lifestyle, a deeper connection with culture, and a better work-life balance.

That’s why tourism needs to go beyond simply offering “content”—it needs to create culture. While we've developed a lot of content for families at our resort, our next step is to transform that into something more enduring—a cultural experience that can sustain and enrich the community.

One goal that stood out during our research is your ambition to evolve into a comprehensive resort—not just a hotel. This includes attractions such as your ski facilities, onsen, and a wide range of other offerings. You’ve expressed a desire to become a world-renowned destination resort, one that redefines the concept of high-end resorts in Asia. Could you share some of the specific steps you’re taking to realize this vision? What concrete measures are you putting in place to ensure you reach these goals?

Earlier, I mentioned the importance of culture—but culture alone isn’t enough to attract tourists. There needs to be a balance between culture and engaging content. That’s why we’ve developed experiences around activities like skiing, hot springs, and a lively nightlife.

Our focus isn’t only on Japanese customers—we’re also looking to attract Western visitors. However, most tourist destinations in Japan haven’t traditionally been designed with Western families in mind. That’s why it’s important to create more family-oriented resorts here.

For example, our ski slopes are intentionally designed to be easier than average. Combined with the large number of sunny days we enjoy, this creates an environment where children feel safe and unafraid to try skiing. It leaves a positive first impression on young skiers.

For parents, their top priority is that their children are safe and happy—and we believe we meet that expectation. When children learn to ski here and build confidence, it opens the door for families to consider visiting larger ski resorts in the future. In that sense, our slopes act as a starting point. That’s why it’s so important that we make a strong, positive first impression.

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You mentioned that you’re not only targeting Japanese families, but also aiming to attract Western families. Do you have a specific strategy in place to raise awareness of your resort and the facilities you offer among international audiences?

We’re not aiming for rapid growth—what matters most to us is that families who visit have a happy, fulfilling experience. When that happens, they naturally spread the word to their friends and communities. As the number of Western visitors grows, we recognize the need to gradually develop our resort in step with demand. If growth happens too quickly, we may not be able to accommodate it properly. That’s why we prefer a slow and steady approach.

Promotion is certainly important, but what we believe matters most is attracting tour guides and international ski instructors who can specifically cater to Western guests. By doing this, we can improve the overall guest experience and better position ourselves as a resort that meets international standards.

As we continue to bring in more international talent, customer satisfaction increases—and with that, positive word of mouth spreads even further. Right now, our guests tend to recommend the resort to families with young children, which aligns well with our offerings. They typically don’t recommend it to advanced skiers, and that’s something we’re aware of as we continue refining our positioning.

Your grandfather founded the company, and when he first arrived at Lake Shirakaba, there was hardly even electricity in the area. Could you tell us more about the unique origins of the company and why having your hotel located here in Lake Shirakaba, in Nagano Prefecture, is so important to your identity?

When my grandfather arrived here, there were virtually no regulations, which gave him the freedom to design everything from the ground up. His guiding philosophy was to develop the area without destroying its natural beauty or landscape. There was already a road for tourists, so we began building content gradually along that route.

One unique aspect of this area is that land cannot be bought or sold—it can only be leased. As a result, everything we created here was done piece by piece, with great care. And importantly, all of that development was carried out by local residents, not by outsiders.

In that sense, progress happened slowly and intentionally. I believe that pace reflects the deep sense of harmony the local people feel with nature, which remains at the heart of our philosophy to this day.

How have local governments and businesses in the region managed to resist outside influence from major hotel chains and tourism brands?

The organization that owns the lake also owns all of the surrounding land, which makes the situation somewhat unique. As a result, it’s less about the involvement of local government—this area operates with a degree of independence.

One aspect that stood out in our research is your hotel’s Health & Vitality Diagnostic Program. You offer personalized assessments, certified health and fitness coaches, and tailored programs. Could you tell us more about your target audience and how these programs are structured?

Japan has one of the longest life expectancies in the world, and within Japan, Nagano Prefecture ranks the highest. We don’t know the exact reason, but I believe it’s a combination of lifestyle, diet, and a strong sense of community. Through our health tourism offerings, we aim to share that background and showcase the way of life here in Nagano.

Our approach isn’t medical—we’re focused on welcoming guests who are looking to recover, relax, and reset. Whether it’s for detox, stress relief, or simply to feel happy again, we want to provide an environment that supports their well-being. We’re also looking to attract more international visitors to experience this unique blend of wellness and local culture.

Do you see your resort evolving to cater to guests seeking a mental health retreat? Is this an area of opportunity you’re interested in exploring further?

The word "hotel" actually originates from "hostel," which in turn comes from "hospital." I believe that hotels once served as places for mental and emotional recovery. Building on that idea, I’d like to take on the challenge of offering a kind of value that isn’t medical in nature, but still deeply supportive.

If guests come here, feel better, and then return to their daily lives only to fall back into unhealthy habits, we haven’t truly helped them. That’s why our goal is to provide guidance that guests can take with them—practical, lasting changes they can apply even after they leave the resort.

We’re also working with the hypothesis that people may be more receptive to guidance in this environment than, say, in a typical gym setting. We’re currently collecting data to test and support this idea.

In today’s competitive hospitality landscape, partnerships are becoming increasingly important—whether with online booking platforms, overseas travel agencies, or other industry players. Are you currently seeking any new international partnerships? If so, are there specific areas or regions you’re targeting?

First, we want to continue our partnerships with booking platforms, as they have a deep understanding of the market and offer strong global reach. At the same time, we’re also interested in working with smaller travel agencies that can offer tailor-made itineraries—something more personalized for travelers seeking unique experiences.

Across Japan and East Asia, there are many hotels and inns, all striving to develop distinctive selling points. These types of businesses typically don’t separate ownership from management, which gives them a hands-on approach to building something unique. I believe it’s essential for these kinds of hotels to collaborate—either by forming partnerships or even creating an association that can promote their offerings globally.

Collaboration is important not only within Japan, but also on an international level. By working together, we can amplify our collective appeal and stand out in an increasingly competitive global market.

If we were to return for a follow-up interview on the final day of your presidency, what would you hope to have accomplished by that point?

I took over this business from my grandfather when I was 25 years old—he was 85 at the time. My life’s mission is to develop Nagano and Lake Shirakaba over the course of 100 years, and I still have 30 years left to complete that mission.

During that time, my goal is to increase the number of people who truly love this area—not just from Japan, but from around the world. A key part of that vision is bringing in instructors and staff from overseas who can communicate with and cater to international tourists, helping them feel welcome and understood.

Ultimately, I want to invite people from all corners of the globe to experience our hotel and resort, and to fall in love with this special place, just as we have.

For more information, please visit their website at: https://www.shirakabaresort.jp/english/

To read more about Ikenotaira Hotel & Resorts, check out this article about them