KYUKAMURA Hotels offers travelers immersive stays across Japan’s stunning national parks, blending local culture, nature-based activities, and heartfelt hospitality. Learn how this unique hotel group is driving regional revitalization, sustainability, and premium travel experiences far from the urban mainstream.
Japan has seen a remarkable resurgence in tourism following the COVID-19 pandemic, with over 35 million visitors in 2023 and projections pointing to over 40 million inbound tourists in 2025. In your view, what makes Japan such an appealing destination for travelers from around the world?
Above all, Japan is known as a safe, secure, and easy-to-navigate country. It boasts an efficient and reliable transportation network, including a well-developed system of Shinkansen (bullet trains) and air routes, allowing for comfortable travel across the country. Despite its relatively compact size, Japan offers the opportunity to experience diverse natural landscapes and cultural traditions throughout the four seasons. From the snowy scenery of Hokkaido to the tropical beaches of Okinawa, visitors can enjoy a wide variety of sights and experiences. Additionally, Japan's diverse and refined food culture is another major attraction and plays an integral role in the overall travel experience.
Your company operates resort hotels in 35 locations across Japan, demonstrating a strong commitment to promoting tourism throughout the country—not just along the popular Golden Route. Could you share your strategy for encouraging travel beyond the major cities? Additionally, what role do you believe the government should play in making regional destinations more accessible and appealing to international visitors, and in terms of inbound tourism to rural areas, are you seeing stronger interest from Asian travelers, or are Western tourists—such as those from the U.S. and Europe—also beginning to explore these lesser-known parts of Japan?
At present, only about 1.5% of our guests staying at KYUKAMURA properties are international travelers. This is not because we turn away foreign guests—in fact, we warmly welcome them—but rather because many of our hotels are located within national and quasi-national parks, as well as other similar areas, far from major urban centers, and thus are not yet well known internationally.
Currently, there are approximately 510,000 KYUKAMURA members, around 70% of whom are active users. While KYUKAMURA is open and accessible to everyone, the majority of our business is supported by domestic travelers.
That said, many tourists who have already visited the Golden Route are now seeking deeper, more meaningful travel experiences—such as nature-based activities, hiking, mountain climbing, and cycling. We believe there is great potential in the lodging experiences we offer in these beautiful natural locations. Going forward, we expect demand for travel to these off-the-beaten-path destinations to continue rising. We believe that the government, local authorities, and the tourism industry should work together to promote tourism that responds to this demand and implement measures to encourage the dispersion of travelers to regional areas.
However, at this stage, we believe that trends among inbound travelers are shaped less by the distinction between urban and rural areas, and more by practical factors such as ease of access, travel distance, and specific points of interest, which continue to play a decisive role. For instance, Kyushu tends to attract more travelers from Asia, while the Seto Inland Sea—home to many dispersed art installations—draws more visitors from Western countries. In fact, we see these patterns reflected among international guests who stay at our KYUKAMURA resorts.
KYUKAMURA FUJI (Shizuoka Prefecture)
In addition to infrastructure challenges, the “language barrier” remains a significant obstacle when it comes to accommodating inbound travelers at facilities located in regional areas. It is not uncommon for foreign visitors to face difficulties communicating with Japanese speakers. How is KYUKAMURA addressing and supporting guests in overcoming these language-related challenges?
We are actively engaged in initiatives to raise global awareness of the KYUKAMURA brand and promote its appeal to international audiences. Last year, we launched a multilingual website tailored to foreign travelers. In addition, we produced multilingual leaflets introducing our facilities and services, which are distributed in various settings. These materials are available in English, Simplified Chinese, Traditional Chinese, and Korean.
We also regularly participate in domestic and international tourism expos and trade events, with a particular focus on nearby Asian markets such as South Korea and Taiwan.
At each of our locations, we are working to ensure that English-speaking staff and multilingual signage are available. To help international guests feel comfortable during their stay, we provide practical, easy-to-understand support such as guides on how to use onsen (hot springs) and multilingual menus.
Our goal is to ensure that all guests—both domestic and international—enjoy a comfortable and culturally enriching stay. Through these efforts, we strive to make KYUKAMURA a memorable destination for travelers from around the world.
Could you share which of your key hotel locations have been prioritized for multilingual support—particularly in areas where understanding onsen etiquette is essential for international guests?
As a basic policy, English signage is installed at all KYUKAMURA locations. However, we place particular focus on enhanced multilingual support at properties that are especially popular among international travelers, such as KYUKAMURA FUJI (Shizuoka Prefecture), KYUKAMURA NIKKO–YUMOTO (Tochigi Prefecture), KYUKAMURA IWATE-AMIHARIONSEN (Iwate Prefecture), and KYUKAMURA OHKUNOSHIMA (Hiroshima Prefecture). In addition, we have recently strengthened multilingual services at KYUKAMURA MINAMI-ASO in Kumamoto Prefecture, a region experiencing remarkable economic growth due to the semiconductor industry.
At the same time, we are careful not to disrupt the overall atmosphere with excessive signage. Our goal is to create a warm, approachable environment, offering necessary information in a way that is both effective and minimally intrusive.
We are also seeing a positive trend in cultural understanding among international guests. Many are now naturally adapting to Japanese customs, such as onsen etiquette and dining manners for buffets and kaiseki-style meals. We believe this growing cultural acceptance will significantly contribute to the continued development of inbound tourism.
KYUKAMURA IWATE-AMIHARIONSEN (Iwate Prefecture) – Open-air Hot Spring Bath (Rotenburo)
In our interviews with other hospitality and tourism management companies, labor shortages—particularly due to Japan’s aging population—have come up as a common challenge. How is your organization addressing these issues? Are you implementing proactive hiring strategies, bringing in foreign workers, or exploring other initiatives to maintain staffing levels and service quality?
We have been conducting recruitment activities targeting a wide age range, not only in the regions where KYUKAMURA properties are located, but also in urban areas. In recent years, we have also actively pursued the hiring of foreign personnel. For example, we have held company information sessions and interviews in South Korea to secure talent. We are also welcoming staff capable of multilingual support, and our diverse, multinational teams are playing a key role in daily operations. Currently, we have approximately 2,100 employees in total, of which around 100 are foreign nationals.
We also place great emphasis on creating a work environment where employees feel motivated and fulfilled. For instance, Nepalese and Indian staff have prepared authentic curries that are served as part of our buffet offerings, and Sri Lankan staff have hosted programs serving Ceylon tea. These initiatives allow team members to actively introduce their own cultures, contributing to the delivery of culturally rich services. While such activities are part of their work, they also help cultivate an inclusive environment for welcoming guests from a growing number of countries, and play a vital role in promoting cross-cultural exchange and international understanding. Our foreign staff are not only key in guest interaction, but also serve as cultural bridges between Japan and their home countries, contributing greatly to mutual understanding within and beyond the organization.
At the same time, we are advancing digital transformation (DX) and automation, particularly in streamlining back-office operations. However, for customer-facing roles at the front desk, we remain committed to maintaining the spirit of omotenashi—Japanese hospitality delivered by people.
In your view, what sets the hotel experience at KYUKAMURA apart from other hotels in Japan? What is the unique value that guests can expect when staying at one of your properties?
KYUKAMURA was established during Japan’s period of rapid economic growth in the 1950s as part of a national policy to promote the appropriate use of natural parks and support the physical and mental well-being of the population. From the very beginning, the core of our management philosophy has been “coexistence with the local community.” We have worked hand in hand with local governments, nearby tourism facilities, and industry peers to create a holistic network that energizes entire regions.
Originally founded to provide affordable accommodations for families and group travelers within national and quasi-national parks, our mission has since evolved. Today, we operate 35 unique facilities across Japan, each deeply rooted in its local community. Our goal is to attract visitors, stimulate regional economies, and remain a trusted presence in each area. We aim to serve not just as accommodation providers, but as key partners in regional revitalization.
One of our greatest strengths lies in offering comfortable accommodations amidst Japan’s beautiful natural environments. Guests can enjoy onsen and local cuisine, while also participating in programs that incorporate the region’s nature, history, culture, and industries. Unique activities offered at many of our facilities—such as early morning walk events and stargazing sessions—provide guests with meaningful opportunities to connect with the local area and gain a deeper understanding of it. These experiences are consistently well received.
We’d like to ask about your strategy for expanding into more premium offerings. The Japanese government has recently shifted its focus from simply increasing the number of tourists to enhancing the quality of their experiences. With that in mind, why did you choose Nagano as the location for your premium hotel, and is this a direction you plan to expand into in other regions as well?
Many of our facilities were originally established at the request of local governments and under national policy initiatives. As a result, some locations were selected without thorough market research. While some are situated in scenic national or quasi-national parks, they face challenges in terms of accessibility. Currently, about half of our properties are operating steadily, but there are also facilities facing difficult management conditions.
To improve this situation and enhance the overall quality and sustainability of our operations, we are currently focusing on renovating existing facilities and rebuilding our brand. One of the first examples of this is the KYUKAMURA RETREAT-AZUMINO-HOTEL, which opened in Nagano Prefecture in 2020. Positioned in a higher price range than our traditional KYUKAMURA facilities, it offers a more premium and high-quality lodging experience. By reducing the number of guest rooms compared to other KYUKAMURA hotels, we have also been able to optimize staffing needs and improve operational efficiency.
KYUKAMURA SANUKI-GOSHIKIDAI (Kagawa Prefecture) – Premium Japanese-Western Style Room
What types of guests tend to stay in your higher-priced rooms? Could you share any distinctive characteristics or common purposes for their travel?
At KYUKAMURA SANUKI-GOSHIKIDAI (Kagawa Prefecture), two new premium rooms were opened in May 2025 following the facility’s renewal reopening in March 2025. These spacious Japanese-Western style rooms, approximately 100 square meters in size, feature a semi-open-air bath, a single-person sauna, a mini kitchen, and a washer-dryer—designed to provide couples and families with a high-quality, relaxing stay experience.
There were initial concerns about whether there would be demand at a rate around 80,000 yen per night for two guests including breakfast and dinner, but the response has exceeded our expectations. Interest has been particularly strong among KYUKAMURA members, with many loyal guests— who had previously stayed in our standard rooms priced around 30,000 to 40,000 yen —now eagerly booking the new premium rooms to see how we are evolving and upgrading our offerings.
During the COVID-19 pandemic, we received many heartfelt messages from guests expressing their support and saying, “I hope this helps in some way.” That warm encouragement remains a driving force for us today. In response to this trust and expectation, we are committed to continuing to offer new forms of value.
From the beginning, your initiatives—developed in collaboration with the government—have emphasized the importance of supporting local economies while aligning with broader global trends like sustainable travel. What frameworks or metrics are you using to measure the impact of these efforts on local communities? And how are you communicating the concept and value of sustainable travel to your international guests?
KYUKAMURA has long been committed to sustainability, a focus rooted in its early history when it was originally established as part of a framework related to government environmental policy. Although we are now entirely independent from the Ministry of the Environment or any government body, as a General Incorporated Foundation, we continue to actively pursue sustainable practices. These include setting clear numerical targets and deadlines for initiatives such as compliance with the Green Purchasing Law, reducing food waste, and cutting carbon dioxide emissions.
We are also actively engaged in the Sustainable Development Goals (SDGs). Informational leaflets highlighting our environmental activities are placed in guest rooms to encourage guest understanding and cooperation.
While we have not previously promoted these initiatives widely overseas, we recognize the growing global interest in sustainable travel and are committed to sharing the KYUKAMURA brand as an environmentally responsible option with international travelers.
As a business leader—and as a global citizen—I strongly believe we have a duty to leave behind a rich natural environment and a sustainable society for future generations. Embracing and acting upon this belief is a long-term mission that we are fully dedicated to.
Imagine we return to interview you on your final day as president. What would you hope to have accomplished by that time? Could you share your personal goals and the mission you’d like to fulfill before passing the torch to the next generation of leadership?
KYUKAMURA’s mission is not merely to generate profit, but to grow together with local communities and make meaningful contributions to them. That said, in order to sustain this mission, financial soundness is essential. By maintaining healthy management, we will fulfil our responsibilities to the regions we serve and continue to deliver value.
One of our defining characteristics is that each KYUKAMURA location operates with a high degree of on-site autonomy. Rather than relying solely on top-down directives from headquarters, each general manager is empowered to make decisions based on local needs and seasonal opportunities. For example, they may offer special packages aligned with local events or flexibly accommodate demand related to family events such as weddings and funerals. This individualized approach helps us maintain close connections with local communities.
Many of our general managers are also active members local of ryokan associations and tourism associations and are deeply involved in regional revitalization efforts. Having been stationed in various parts of the country, they bring a broad perspective while remaining deeply rooted in the local area. This positions them to serve as impartial coordinators who can help unify stakeholders across the region. Even when disagreements arise among local inns, our general managers often play the role of bridge-builders, working to steer the collective direction in a positive way.
For example, when I was the general manager of a hot spring resort area that faced an overtourism issue during a hidden-hot-spring boom, I proposed that our ryokan association temporarily suspend promotional activities. Years later, this decision was appreciated by the local community as a wise move. Had we continued aggressive promotion, it might have caused serious environmental and tourism resource damage.
Looking ahead, I hope KYUKAMURA will continue to be more than just a hotel— I want it to be a place that creates memorable experiences for our guests. Rather than simply pursuing profit, I want to offer sincere and heartfelt omotenashi to every person who visits us. It is with this spirit that I hope to pass the baton to the next generation.
For more details, please visit the official website: https://www.qkamura.or.jp
Multilingual site available here: https://hotel.qkamura.or.jp/en/
To read more about KYUKAMURA HOTELS BRIDGES NATURE AND TOURISM, check out this article about them.
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