From drip coffee and tea to health supplements and “WellLife” products, BROOK'S Group brews harmony—blending flavor, wellness, and e-commerce to enrich everyday life.
Let’s look at the Japanese coffee and tea industry as a whole. Japan is now the fourth largest coffee market in the world, with consumption of roughly 464,000 metric tons annually—almost one cup a day per person. Tea is equally significant, with a domestic market valued at around 300 billion yen. Exports of green tea and RTDs alone exceed 20 billion yen. But this is a highly competitive space: European espresso traditions, American coffee chains, Asian challengers, and the growing global wellness tea trend are all vying for the same consumers. Why Japanese coffee? Why Japanese tea? Why should Newsweek’s 65 million readers around the world choose Japanese products over international competitors?
That is indeed a profound question. To answer “why Japanese coffee and tea,” I must first step back and ask “why Japan?” Japan is one of only a handful of countries with a deep-rooted food culture, a sophisticated system for quality and safety, and an unusually high level of consumer sensitivity toward taste and lifestyle. Our national culture is highly attuned to food. That sensitivity is rare even among developed countries in Europe and North America.
Geographically, Japan enjoys four distinct seasons, and our culture has always placed extraordinary value on the changing of the seasons—far more so than other countries on similar latitudes. That constant awareness of seasonality has shaped the Japanese palate and approach to food and drink. It creates a cultural backdrop where nuance, subtlety, and refinement matter. Historically, as Japan modernized in the postwar era, we shifted from a traditional Japanese lifestyle to a more Western one. That transformation brought with it family restaurants, casual dining, and new “B-class” food cultures. At the same time, our both inner and outer household beverage culture changed from Tea to Coffee. Coffee entered our lives not merely as a source of caffeine, but as something to savor—much like wine.
In fact, in the coffee industry it is often said that coffee resembles wine: its enjoyment lies in subtle differences of aroma, origin, and method of preparation. Japan, with its long tradition of tea appreciation, was uniquely prepared to embrace coffee in this way. Just as our culture cultivated refined rituals around tea—ceremonies, seasonal expressions, and multiple styles of preparation—we brought that same sensibility to coffee. This explains why so many diverse and innovative coffee products have emerged in Japan. So when you ask “why Japan” for coffee and tea, my answer is: because our food culture, our historical sensitivity to seasonality, and our tradition of elevating beverages into rituals of enjoyment have all created a uniquely fertile environment. That is why Japanese coffee and tea resonate not only domestically, but increasingly abroad.
The COVID-19 pandemic changed many aspects of Japanese life—the way we work, shop, and even how we think about health. Japan today is the world’s fourth-largest e-commerce market, and cross-border shopping demand continues to grow. You, however, were ahead of the curve: BROOK'S embraced e-commerce as early as 1993. Today you have initiatives such as the Biotopia Marché Select Mall, launched in 2024, and the BROOK'S Global Market, which ships to more than 50 countries. Can you talk about the evolution of your e-commerce strategy, and how you continue to engage directly with overseas consumers?
To explain our current strategy, I must take you briefly through our history. Japan’s food supply chain underwent a major transformation in the 1970s. Previously, food manufacturers sold to wholesalers, who then sold to retailers. But distribution began to evolve dramatically. Our then-president foresaw this change. He studied the American supermarket chain Safeway and realized that the structure of food business models would have to change as well. By the early 1980s, we recognized that new technologies would accelerate these shifts. Even before the era of Windows 95, we were experimenting with remote shopping. I remember as a child we could already purchase items through our television using a remote control—a primitive form of e-commerce called the Captain System. That early experience convinced us that digital shopping would eventually become mainstream.
In 1983, we officially launched what would today be recognized as our first e-commerce business—well before it became common. We participated in the early telecommunications sales association in Japan, which included not only internet shopping but also fax and postcard-based ordering. In hindsight, we were laying the groundwork for what would later become true e-commerce. The roots of BROOK'S go even deeper. Our family business dates back generations. My grandmother revitalized the company by starting a small tea retail shop, which my father expanded into coffee. In that sense, you could say the modern BROOK'S grew from tea into coffee, and from retail into e-commerce, always anticipating the next wave of consumer behavior.
So, to your question about strategy today: our success lies in combining that long-term foresight called as ‘Business pillar development’ with adaptability. We continue to build strong B2C e-commerce channels, but increasingly we are also moving into B2B partnerships. Our December 2024 launch of a healthcare-focused online mall is a good example. It curates wellness-oriented food products not only for consumers but also as a platform for industry collaboration. Ultimately, our approach is to connect Japanese tea, coffee, and wellness culture directly to consumers worldwide, while also building the infrastructure for new industries to flourish.
That’s a wonderful journey through both history and strategy. Now let’s move to another macro theme: inbound tourism. Japan welcomed 36.9 million visitors last year, and the government targets 60 million by 2030, possibly even 90 million. But increasingly the focus is on quality of experience rather than sheer numbers. BROOK'S Group is deeply engaged in wellness tourism through your “pre-illness” concept and, of course, Biotopia—the 60-hectare wellness hub here in Western Kanagawa, which already surpassed 2.25 million visitors by late 2023. How are you tapping into inbound tourism, and how do you envision Biotopia’s role as a hub for international visitors?
Biotopia is central to our vision. When we acquired this land in 2012, we changed our company tagline from “Putting our heart into each cup” to “Beyond Deliciousness.” That change symbolized a shift: our mission would no longer be limited to taste alone, but would embrace health, wellness, and overall well-being. Japan faces one of the world’s most dramatic demographic shifts. By 2050, nearly 37.1% will be over 65. The challenge is not just extending lifespan, but extending “healthspan”—the years one can live in good health without requiring nursing care. This is where the concept of ME-BYO, or “pre-illness,” comes in.
ME-BYO refers to the state between health and illness. Ancient Chinese medical texts spoke of detecting and treating illness at this stage, before symptoms manifest fully. The Kanagawa Prefecture has embraced this idea as part of its “Healthcare New Frontier” strategy for the era of 100-year life expectancy, which combines cutting-edge medical innovation with lifestyle revision—through food, exercise, and social participation for preventive care. Biotopia is our contribution to this vision. It provides three experiential pillars: eating, exercising, and healing. Visitors can learn about preventive healthcare, enjoy wellness-focused cuisine, participate in yoga or forest therapy, and even experience complementary practices such as acupuncture. The goal is to visualize one’s current health state and provide practical guidance for improvement.
Looking forward, Biotopia will expand in stages. The spa, drawing from 100% natural hot springs, opened in 2022. The next stage is an accommodation facility, allowing visitors—especially international tourists—to stay longer, immerse themselves in preventive healthcare practices, and bring those lessons back to their own countries. We do envision Biotopia as a hub, not only for wellness tourism but also as a base for start-ups and international companies focused on well-being. It is both a regional project rooted in Kanagawa and a model we hope to export globally.
Let’s pivot toward your international business. BROOK'S exports to 53 countries, with a presence in Paris, Taiwan, Hong Kong, North America, Europe, and Oceania. Which regions represent the strongest opportunities for you, and what strategies are you pursuing—e-commerce, partnerships, or otherwise?
Each region has unique dynamics. In Europe, culture is the key. European consumers are deeply connected to lifestyle and tradition, and our strategy there is to position Japanese tea and coffee within that cultural dialogue. In Asia, tea is naturally strong, given shared traditions, and we see robust demand for Japanese products. In North America, the market is already saturated with coffee, so our focus is on matcha. Matcha embodies both health and cultural authenticity, and we believe it holds great potential there. In Latin America, where coffee production is dominant, our opportunities lie in differentiated products such as non-roasted or specialty coffees.
Across all regions, our unifying message is health and well-being. Japanese tea and coffee are not just beverages—they are part of a healthy lifestyle. In terms of strategy, we continue to strengthen our e-commerce capabilities, which is our core strength. At the same time, we are actively seeking partnerships, particularly in the wellness space, where we can create new industries together. That is why we launched our healthcare-focused e-commerce mall in December 2024, and why we are positioning Biotopia as a hub for start-ups with wellness at their foundation. Ultimately, our ambition is not just to export products, but to export a holistic concept of Japanese wellness to the world.
That ties beautifully into my next question. You recently participated in the International Wellness Tourism Expo. Do you plan to engage more with such international exhibitions?
Yes, absolutely. If an exhibition aligns with our business direction, we are eager to participate—whether in Japan or abroad. Wellness is an international language, and these platforms allow us to share the Japanese perspective and build partnerships globally.
Now, perhaps the most difficult question. BROOK'S offers a wide range of innovative functional beverages—collagen-infused coffee for skin hydration, ginkgo leaf coffee for memory support, and more. If you had to recommend one product to our 65 million readers, which would it be?
That is indeed a difficult question, and I would defer to our product development team for the most precise answer. But if I must choose, I would highlight our Polyphenol Café Suppli. Unlike polyphenols in wine, these are extracted directly from coffee, concentrated into powder, and reintroduced into the beverage. Polyphenols have powerful antioxidant properties, and are said to be useful meaning they can help combat aging. While polyphenols are naturally present in coffee, we have developed a way to maximize their presence and benefit. Another product dear to us is our Coffee Mania, which contains 15 grams of coffee beans per drip bag—nearly double the standard amount. That density creates a depth and richness that appeals strongly to coffee enthusiasts. Over the years, we have expanded the line to include blends such as Blue Mountain and Mandheling, offering even more variety.
Finally, let me ask you to look ahead. If we return in five years for another interview, what would you like to have achieved as CEO, and where do you see BROOK'S at that point?
In five years, I would like our philosophy of “Beyond Deliciousness”—what we call “Well-Life”—to be firmly established both in Japan and internationally. That means our coffee and tea products, our wellness programs, and Biotopia itself will all be recognized as part of a broader lifestyle of health and well-being. I hope our healthcare-focused e-commerce mall, launched in December 2024, will have grown several times over in scale, not just domestically but also internationally. And I would like to see Biotopia fully developed, with retreat accommodations and cutting-edge wellness programs unique to Japan—such as Zen meditation and fermented foods—offering inbound visitors a truly Japanese wellness experience. Ultimately, my vision is for BROOK'S Group to stand as a global ambassador of Japanese wellness culture, integrating tea, coffee, and preventive healthcare into a lifestyle that people around the world can embrace.
For more information, visit their website at: https://www.brooks.jp/?utm_source=chatgpt.com
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