Redefining Japanese Dining Experiences Globally

Japan’s food-related exports have reached record highs for eleven consecutive years, hitting JPY 1.5 trillion in 2024. This trend is mirrored by the surge in Japanese restaurants overseas, which have more than tripled over the past decade to around 200,000. In your view, what are the key factors driving this growing global popularity of Japanese cuisine?

Around the world, food culture is a reflection of local traditions and the mindset of the people—and this is especially true for Japanese cuisine. It embodies not only the Japanese way of thinking, but also spiritual elements, cultural traditions, and centuries of history, all expressed through the ingredients and their presentation.

Japan, as an island nation surrounded by sea and rich in mountainous terrain, is blessed with a wide variety of natural ingredients. The Japanese have long held a deep appreciation for these resources, and that respect has led to the development of methods to enjoy them at their best. For example, sushi originated as a way to preserve freshly caught fish so it could be transported from coastal regions to inland areas. This sparked innovations like salting, fermentation, and the use of miso and soy sauce.

While this relationship between culture and cuisine exists in many countries, I believe it's especially pronounced in Japan. The Japanese mindset is one that values precision and excellence, which naturally extends to food. You can see this even in the way Japan has embraced and reinterpreted international dishes. Ramen, for instance, came from China, but Japan developed unique styles such as tsukemen—cold noodles served with a separate dipping sauce. Curry, which originated in India, was also adapted into a distinctively Japanese style that’s now appreciated globally. Even Italian cuisine in Japan has evolved in its own way, influenced by the country's diverse ingredients, seasonings, and cooking techniques.

What sets Japanese cuisine apart is the attention to detail—whether in flavor, color, presentation, seasonality, or accessibility. These qualities contribute to its growing appeal worldwide. But I believe the connection goes deeper than simple appreciation; it resonates with people on a soulful level, drawing them to the rich heritage that Japanese cuisine represents.

People are the most important asset—both for a nation and for our company. The goodness of people is reflected in their culture, and food is a key part of that culture, enjoyed in everyday life. At our Gyukatsu Kyoto Katsugyu restaurants, we’re not just selling gyukatsu, or beef cutlets—we’re sharing Japanese aesthetics, culture, and history through food. And We also recognize that we have a role in sharing the appeal of “Japanese Wagyu,” a part of Japan’s traditional food culture, with the world. What attracts customers isn’t just the dish itself, but the deeper mindset behind it.

For example, take Zen Buddhism. When you visit a temple and see the garden, you begin to understand why simplicity is so deeply valued—and that appreciation for simplicity is at the heart of the Japanese mindset. In the same way, our gyukatsu expresses the essence of the Japanese soul. We see it as a cultural representation we’re offering to the global market, and it has been very well received by our customers. That’s how we interpret what’s happening.

You mentioned the importance of people. Japan is currently facing a demographic crisis, which is impacting production capacity and contributing to a growing labor shortage. How are you ensuring that you have the right people and workforce in place to continue delivering this representation of the Japanese soul through your food?

The restaurant industry has long faced labor shortages. One reason is that university graduates typically want to pursue careers aligned with their fields of study, rather than entering the restaurant sector. While many students enjoy working part-time in restaurants during college—for convenience or perks like free meals—after graduation, they tend to seek white-collar jobs in finance, banking, or trade.

But the restaurant industry is deeply rewarding. It satisfies not only people’s hunger, but also contributes to their happiness. That said, the working conditions have not always reflected the value of this work. Historically—especially pre-COVID—the norm was long hours, low wages, and little flexibility. At Golip, we’re working to change that. We’re raising wages and reforming work styles to create a better environment. Our goal is to make the restaurant industry more attractive—but first and foremost, we want to make sure our current employees and their families feel proud and happy to work with us. That’s where we believe the transformation must begin.

Every issue is interconnected—you can’t address one without considering the others. Improving working conditions, for example, requires stronger profitability. But rising labor and ingredient costs make it harder to maintain healthy margins. Fortunately, our Gyukatsu Kyoto Katsugyu brand is popular among inbound tourists, and with that customer base, it’s easier for us to pass on rising costs by adjusting our prices. Inbound tourists tend to order the more expensive “(Japanese Wagyu Gyukatsu”. With Japanese customers, however, there’s more price sensitivity, and raising menu prices can be a challenge. Still, without making those adjustments, we can’t sustain our business, let alone pursue global expansion.

That’s why it’s critical to strike a balance between financial health and workforce well-being. We’re also placing emphasis on training and actively recruiting non-Japanese employees to help build a more sustainable and diverse organization.

You mentioned the relative ease of raising prices for inbound tourists—and it’s true that your restaurants are very popular with them, especially since the experience and the food you offer may be unfamiliar or unique in their home countries. Japan has seen remarkable growth in tourism, with around 37 million visitors last year spending a total of JPY 7 trillion. Many of them come specifically to explore Japan’s distinct food culture. What kind of impact has this increase in tourism had on your business, and are you implementing any strategies to further leverage the growing global interest in Japan as a travel destination?

I’m Korean, but I was born in Japan, which gives me a unique perspective—I can clearly see and appreciate the beauty of Japan and its culture. I’ve built many strong friendships here, and the majority of our staff are Japanese. We also have a diverse team that includes international staff from countries like Vietnam, Indonesia, and others.

As a Japanese company, it’s important that we deliver the highest level of hospitality—what we call omotenashi—to our guests. Our goal is to provide a flawless experience from the moment a customer enters our restaurant to the moment they leave. In doing so, we hope to serve as ambassadors of Japanese culinary culture to the world.

Whether our customers are inbound tourists or local Japanese diners, our commitment is the same: to deliver the best possible dining experience. The question we constantly ask ourselves is, “Are we serving the very best gyukatsu today? Are we providing the very best service?” This ongoing self-reflection is central to our mission—to ensure every guest receives an exceptional meal and experience when they step into our restaurants.

We believe that when we consistently meet this standard, our customers will naturally share their experiences with others, and word of mouth will attract new guests. It’s always remarkable when an inbound tourist chooses to dine with us, especially given the limited time they have in Japan. We’re truly grateful for each of those visits and deeply honored to serve them.

You mentioned the importance of staff training. I understand that this year, your main brand, Gyukatsu Kyoto Katsugyu, will be participating in the Osaka Expo as part of a project to develop next-generation talent and leadership. What is your goal in taking part in this exposition, and how do you see it influencing your international brand image?

G-NEXT is our original initiative—“G” stands for Golip—and we’re launching it at the Osaka Expo.

Kyoto is home to many centennial companies, and we deeply admire them. It’s our hope to one day become one of them. I’m currently 45 years old, and I recognize that I’ll eventually need to pass the baton to the next generation. In a society that’s constantly evolving, if I were to stay on as president for another 20 years, it could hinder the company’s ability to grow and adapt.

That’s why we believe in regularly renewing our leadership and staying in tune with the changing market. We’re using the Expo as a kind of experiment—a hands-on trial for the next generation of talent, most of whom are in their 20s. We’re entrusting them with nearly everything: planning the store design, managing operations, and training part-time staff for the Expo location.

Of course, we’ll be there to support them—but it’s crucial that they gain this real-world experience. Even if they fail, we see it as part of their growth. Our role is to give them the opportunity to succeed, because nurturing the next generation is key to our long-term vision of becoming a centennial company.

You’ve emphasized the importance of delivering the best possible experience to your customers. You've successfully brought that experience to markets around the world, expanding to South Korea, Taiwan, Hong Kong, Thailand, Canada, Indonesia, and others—primarily through franchising. How do you go about selecting new franchise partners, and how do you ensure consistent quality in both the food and the overall customer experience across all these international locations?

Our goal is to have 500 Kyoto Katsugyu locations worldwide by 2033—100 in Japan and 400 overseas.

When selecting franchise partners, the first and most important criterion is that they’re not solely driven by profit. It’s essential that we share the same vision and mindset when it comes to operating the business. The second key factor is experience—ideally, partners who are already active in the food and beverage industry. Understanding the challenges of running a restaurant is crucial, as it’s a people-intensive business where relationships with staff and customers are everything.

Another critical element is the ability to secure prime locations and attract a strong workforce. We’ve found that local listed companies or established conglomerates with a track record in the industry tend to make strong partners.

You mentioned your goal of opening 400 stores overseas. Currently, your presence is primarily concentrated in Asia, with some expansion into Canada. Looking ahead, which countries or regions do you see as having the greatest potential to help you achieve that growth target?

I believe there’s a strong likelihood that we can reach our target of over 370 additional overseas stores by 2033. Our strategy is to focus on the global market, including Europe, where we see significant potential—particularly in countries like France, the UK, and others across the region. We’re especially interested in markets with a culture that embraces deep-fried foods, such as those with pub fare or traditional dishes like fish and chips.

While Europe is trending toward organic and health-conscious eating, there’s still a deep-rooted appreciation for fried food, which makes gyukatsu a compelling addition to those culinary scenes.

It’s also encouraging to see that terms like tempura, sushi, ramen, and even katsu have been added to dictionaries. That growing recognition and acceptance of Japanese cuisine gives us confidence in reaching a wider global audience.

We currently operate a store in Toronto, and we plan to strengthen our presence in North America and South America. The Middle East is also on our radar, and Africa may follow in the future—we’re open to opportunities in all regions.

At the moment, your overseas expansion is centered on the Kyoto Katsugyu brand, but you also have other concepts with strong international potential. Are you considering expanding these additional brands as well? And if so, would you pursue a similar franchise-based strategy?

At the moment, our overseas focus is solely on gyukatsu. However, for the U.S. market—which is such a large economy—we’re considering the possibility of operating a directly managed store. Overall, we want to concentrate our capital and resources specifically on expanding overseas in a focused and strategic way.

In November 2024, Golip Holdings became part of Saint Marc Holdings—a major corporate group operating in the same industry. What key strategic advantages and synergies do you anticipate from this acquisition?

The biggest benefit we expect from becoming part of the Saint Marc Group is tied to their scale and structure. As a major restaurant group listed on the Prime Market of the Tokyo Stock Exchange, they bring stronger compliance, governance, and organizational systems to the table.

Up until now, most decisions have been made by a small group of senior executives, including myself. But with this new framework, decisions are becoming more structured and handled at the organizational level. This shift is already improving our success rate. While the human factor will always play a role, it’s important that we build a more sustainable structure; one that strengthens both our internal operations and external brand presence.

But with this new framework, decisions are becoming more structured and handled at the organizational level. This shift is already improving our success rate. While the human factor will always play a role, it’s important that we build a more sustainable structure—one that strengthens both our internal operations and external brand presence.

Another advantage is the ability to improve working conditions and secure staff more effectively, thanks to our association with a well-established and respected company. We can also tap into Saint Marc’s procurement and logistics systems—they’re five times our size, so joining their supply chain helps us reduce costs. Additionally, their sourcing capabilities give us access to prime locations, which will further elevate our brand.

Speaking of the company, is there a particular goal or objective you hope to accomplish during your tenure as president—before eventually passing the baton to the next generation of leaders?

Our company’s philosophy is to be innovative within the food industry, to leave a positive impact on society, and to make people happy. Every leader should shape their own philosophy, but for us, the focus has always been on delivering something new. We strive to innovate—to create original dishes and introduce them to the market, with the hope that people will embrace them and, in doing so, we can help shape new culinary trends.

This mindset is fundamental to who we are. On my final day, my hope is that those who have met me will say they were glad to have done so—that they’re happy to have experienced Golip and to have been part of the food industry. That, to me, is the ultimate goal.

For more information, please visit their website at: https://en.gyukatsu-kyotokatsugyu.com/