Yoho Brewing leads Japan’s craft-beer revolution, blending local mountain water and global brewing flair to craft distinctive ales that refresh both palate and perspective—one bold pint at a time.
Thank you very much for taking the time to speak with us today. To begin, I would like to ask about the origins of Yoho Brewing. Could you tell us about the company’s beginnings, its mission, and your perspective on how Japanese craft beer marketing is evolving? From the outside, it seems that consumer expectations are shifting rapidly, yet in Japan, the beer market still appears to need a breakthrough. Large players such as Asahi and Kirin continue to dominate, and within this environment Yoho Brewing has been producing remarkably distinctive beers—products with character and originality. Could you share how Yoho Brewing was founded, what mission has guided the company, and how you envision the role of Japanese craft beer going forward?
To provide context, I am the second-generation president of Yoho Brewing, though I was also part of the founding team when the company was first established. The original inspiration came from our founding president, who had spent time living in the United States. While there, he encountered the American craft beer movement and was profoundly struck by it. At that time in Japan, the market was dominated by four major brewers producing essentially a single style of beer—light, uniform pilsners. For the first time abroad, he discovered an incredible variety of beers with bold and individual flavors. That experience was both shocking and moving for him.
He returned to Japan determined to introduce this world of variety to Japanese consumers. Incidentally, our founder is also the head of Hoshino Resorts, which has since become one of Japan’s most prominent hospitality groups. Yoho Brewing remains the only business he created outside of the resort industry, and it was born from his personal wish to bring the joy of craft beer to Japan.
The guiding philosophy at our inception was to break away from the monotony of a single-taste beer culture and to enrich Japan’s beer scene by providing diversity. This continues to define our mission today. In fact, our core credo is captured in a simple phrase: “Flavor in beer, happiness in life.” This is not just a slogan—it is the principle by which we measure our work and decisions every day.
Japan’s overall alcohol consumption has declined significantly—about 25% in volume compared with 1995. Younger generations in particular seem to be shifting toward drinking less, but choosing higher-quality options. Yoho Brewing appears to have resonated with this demographic, offering products such as your signature Aooni IPA, seasonal limited-edition beers, and local specialties such as your Karuizawa brews. How has your company adapted to this shrinking yet increasingly selective market?
First, it’s important to understand the structure of Japan’s beer market. It is overwhelmingly dominated by four giants, who by necessity must serve the mass market. Their business models are not designed to cater to niche segments, which leaves opportunities for us. Because we are far smaller in scale, we cannot realistically compete head-to-head for the mass audience. Instead, our strategy is to identify areas where the large brewers cannot reach—small but meaningful markets—and to create beers that truly resonate with those consumers.
Take our Aooni India Pale Ale, for example. When we launched it more than ten years ago, almost nobody in Japan had even heard of an IPA. But for passionate beer enthusiasts seeking bold, distinctive flavors, it filled a void. What began as a niche product has now grown to the point where you can find it on convenience store shelves nationwide. We take a similar approach across our portfolio: carefully studying under-served niches, then creating beers tailored to them. Our low-alcohol Suiyoubi no Neko (Wednesday Cat) wheat beer is another case. At first, demand for flavorful but lighter beers seemed modest, yet once released, it exceeded expectations precisely because it met a real, if overlooked, need.
Most recently, we collaborated with Seven-Eleven to introduce a hazy IPA—a style extremely popular in the U.S. but still largely unknown in Japan. The result has been phenomenal. Many Japanese consumers had never encountered this style, but once they had the chance to try it at an accessible price point in their local convenience store, it took off. This strategy—seeking out small, unmet needs and addressing them with distinctive beers—is something the major brewers cannot do easily. I believe it is one of the key reasons we continue to win strong support.
If we broaden the lens to the global stage: Japanese breweries have been multiplying, and Japanese craft beer is gaining international recognition. From your perspective, how is Japanese craft beer perceived abroad, especially among global beer enthusiasts and experts? What identity does it have, and how does it differentiate itself?
Around the world, excellent pale ales and IPAs can be found almost everywhere. For Japanese breweries to stand out internationally, the question becomes: what unique elements can we bring to the table? One clear answer is ingredients. Using Japanese flavors such as yuzu citrus or katsuobushi (dried bonito flakes) allows us to craft beers with a distinct identity that cannot be replicated elsewhere. These types of beers have proven very successful in export markets precisely because of their authenticity and originality.
But packaging also plays an important role. For instance, our Suiyoubi no Neko beer is brewed in a Belgian witbier style—a style you could find from many breweries worldwide. Yet this beer has become one of our strongest performers overseas. Why? The feedback we receive is that its packaging resonates. Rather than relying on stereotypical Japanese motifs like samurai or geisha, the design draws on contemporary Japanese pop culture—bright, playful, and reminiscent of anime. This modern expression of Japan appeals to global consumers and gives them a sense of today’s Japan.
So I would say Japanese craft beer has two defining identities abroad: one is the use of uniquely Japanese ingredients to create new flavors, and the other is packaging that conveys Japan’s modern, creative spirit.
Yoho Brewing Company product lineup
Turning to exports more specifically: what proportion of your sales currently comes from overseas, and which regions are you prioritizing for future growth?
At present, roughly 70% of our exports go to the United States, where we have been active for over a decade. The remaining 30% is spread across about six other countries. Looking forward, however, Asia is a particular focus for us. The reasons are clear. Before the pandemic, Japan welcomed around 40 million inbound tourists annually, and approximately 80% of those visitors were from Asia—particularly China, South Korea, and Taiwan, which together accounted for about 65%.
Because our beers are sold widely in Japanese convenience stores, they are among the most accessible craft beers for these visitors. When tourists from Asia come to Japan and try our beer, the chances are high that it will be our products they encounter first. When they return home, that recognition can drive demand in their domestic markets. In fact, during a recent visit to Korea, I asked around 100 people at an exhibition if they recognized our brand. About one in ten said yes, which is a surprisingly strong starting point when entering a new market. That brand awareness gives us an important advantage as we expand further.
At this stage, South Korea and Taiwan are our immediate priorities. China remains an enormous potential market, though current regulations make expansion challenging. We hope to see changes that allow more opportunities there in the future.
In addition to retail distribution, Yoho Brewing also operates restaurants and pubs, such as your Beer Works establishments in Tokyo. How do these venues fit into your strategy, particularly in engaging inbound tourists?
Yes, our Beer Works pubs are very important to us. Unlike many beer bars in Japan that serve only simple snacks alongside beer, our establishments are true restaurants. We pair our beers with carefully crafted dishes, creating an experience where the food and drink complement each other beautifully. We believe that by offering a memorable dining experience—not just a beverage—we can introduce more people, including tourists, to the joy of craft beer. It allows us to demonstrate the versatility of our beers in a hospitality setting and to build a deeper relationship with consumers.
I understand you are also developing a new facility in Osaka called Yona Yona Beer Rize. Could you describe that project?
The facility is located right in front of Kansai International Airport, just one station away, making it highly accessible for both domestic and international visitors. It is not just a brewery, though production is certainly a core function. One purpose is to use Japan’s furusato nozei tax-deduction program, which allows us to distribute locally brewed beers nationwide as part of a community return system.
But more importantly, we are designing it as a destination—a kind of beer theme park. Visitors will be able to take brewery tours, learn from our staff, enjoy our hospitality, and participate in interactive experiences. The site also features a large park where we plan to host fan events, gatherings, and festivals. So while it will of course be a brewing facility, our true vision is to create a place where people can experience the joy of beer in many different forms.
Since you became president, Yoho Brewing has expanded significantly through e-commerce and new distribution channels, and you have also forged innovative partnerships. Looking ahead, do you plan to pursue further collaborations, possibly outside the alcohol industry?
Yes, partnerships are a key part of our strategy. On the distribution side, we still have room to grow in convenience stores and supermarkets, and ensuring our beers are available nationwide remains a priority. At the same time, what sets us apart from major brewers is our emphasis on entertainment and fan engagement. We organize events, create online content, and develop unique collaborations. This has attracted interest from companies outside the beverage sector who want to work with us.
For example, we have partnered with the Hokkaido Nippon-Ham Fighters baseball team to operate a restaurant at their Es Con Field stadium. The Yona Yona Beer Rize project, which I mentioned earlier, is another example—this time in partnership with a local government. We will soon be announcing additional projects that also combine collaboration with memorable consumer experiences. This approach—creating touchpoints where consumers can experience our beers in unexpected and enjoyable ways—is something the major brewers do not do. It is one of our distinctive strengths, and we intend to continue expanding it.
Finally, on a more personal note: before you eventually pass the leadership baton, is there a particular goal or ambition you wish to achieve as president?
Yes, there is one ambition I feel strongly about. In Japan, when people go out drinking, it is customary to start the evening by saying, “Toriaezu, biiru”—“For now, just bring me a beer.” That phrase reflects the reality that, for decades, there has really only been one uniform kind of beer available. What I want to achieve during my tenure is to change that. I want a future where, when people say, “Let’s start with a beer,” it could mean many things: a bitter IPA, a refreshing fruit beer, a rich stout. In other words, I want variety to become the norm, so that craft beer in all its forms is widely and casually available.
If I can help transform Japan’s beer culture in that way, creating a society where diverse flavors are taken for granted, then I will feel I have fulfilled my role. At some point I will hand over the baton to the next generation, but before that, I hope to see this vision realized.
For more information visit their site: https://yohobrewing.com/
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