Strands of Success

Japan’s beauty culture still has that community anchor element—there are roughly 270,000 salons across the country fulfilling that role. Your company, ARTE GENESIS, has modernized this tradition, balancing high-end salons with accessible quick-service models, making beauty both attainable and affordable. With that in mind, how do you perceive the traditional hair salon culture in Japan? How has it evolved, and how is it continuing to transform in the 21st century?

In Japan, the trends in hairstyles have historically been driven by salon stylists. Each generation of stylists shapes its own trends, and when that generation moves on, so too does its style. Most hairdressers in Japan graduate from beauty school around age 20, and it’s typically in their late 20s and early 30s that they set the strongest trends. Of course, there are exceptional figures—legendary hairstylists in their 60s or 70s who remain highly influential—but the pulse of fashion is largely set by the younger generation. I often compare it to baseball. You have iconic retired players in their 50s and 60s, but the athletes shaping the game right now are in their 20s and 30s. The same is true for hairstyling: fresh talents defines the direction. By contrast, in fashion, the biggest breakthroughs often come from professionals in their 40s and 50s. And increasingly, Japanese hairstyling has also been influenced by Korea. A decade or two ago, few could have predicted just how much impact Korean trends would have here.

Staff of designer salon chains such as Ash and NYNY cultivate their creativity by competing in hairdressing contests on national and international levels.

I appreciate that perspective. On a personal note, I remember as a child the dreaded “bowl cut,” which many Japanese and Asian children experienced—and no one wanted. Today, men’s grooming has become a booming industry, projected to reach about 370 billion dollars globally by 2026. Your brands such as Ash and NYNY (New York New York) already serve a large male clientele. Could you talk about the opportunity you see in men’s grooming, and how you are developing that segment?

About 30 years ago, our salons were among the most popular with men. Young women often wanted their boyfriends to go to our salons. But at the time, many stylists actually preferred to focus on women, because it presented more creative hairstyle opportunities, compared to a simple maintenance men’s cut. That has changed dramatically. Today, men’s grooming is no longer just about looking neat or clean. It has become an integral part of fashion. What used to be the domain of traditional barbershops is now a vibrant, stylish, and aspirational space—shaped by influencers like Korean actors and musicians. In the past decade, men’s attitudes have shifted greatly. Young men are investing more in their personal appearance and fashion than ever before. We see four main types of male customers:

1. Men who intentionally choose salons because they care deeply about style.
2. Men who opt for low-cost quick cuts (around 1,000 yen), often alongside schoolchildren or seniors.
3. Men who come with their mothers when they are younger.
4. Men who, later in life, shift toward salons as they become more conscious of their grooming.

Each group has different needs and spending patterns, and our strategy is to serve all of them—from affordable haircuts to high-end grooming experiences.

Maintenance-focused salons, such as Choki Peta chain, offer a quick and low-cost solution for basic hair needs.

I’d like to tie that into another trend: the tourism boom. With more international visitors coming to Japan, how do you see salons adapting, especially given language barriers?

Language has always been one of the biggest hurdles. Ten or fifteen years ago, it was very difficult to serve foreign clients simply because communication was limited. But technology has changed everything. With smartphones and automatic translation tools, it’s now possible to bridge the gap quickly and effectively.

Even in the past, when we had salons in London or English-speaking staff in Ginza, we saw foreign clients coming in. Today, the barrier is lower than ever, and the opportunity is much greater. Japanese salons have world-class technical skills, especially when it comes to men’s grooming. Something as simple as a shave, performed with precision, can be a premium service. And yes, if a skilled hairstylist delivers that service with care, it can be an incredibly attractive and competitive offering for international visitors. With the exchange rate in Japan currently favorable for foreign tourists, we see a real opportunity to make grooming experiences part of inbound tourism.

ennic is one of the house brands of ARTE GENESIS, offering genderless skin and haircare line made with natural ingredients.

Let’s turn to another macro theme: Japan’s population crisis. Nearly 30% of the population is now over 65, and by 2040 the workforce could face a 12% deficit. This means a shrinking domestic customer base and also a shortage of stylists. One of your responses to this is the "full-spectrum salon strategy", which I understand has seen record recruitment growth. Could you explain how this strategy helps make hairstyling a sustainable, lifelong profession?

One of our company’s goals is to create an environment where hairstylists can build a 50-year career—from age 20 to 70—within our group. It is possible: some of our employees are already in their 70s. The full-spectrum salon strategy allows hairstylists to change jobs without leaving the company. This creates flexibility. For example, a hairstylist working in Ginza may move to a suburban salon after marriage or childbirth, where the pace is more manageable. At high-end salons, where a single haircut may cost 10,000 yen, the pressure is intense—customers expect perfection. But at a more casual salon, perhaps offering 1,000-yen cuts, the environment is less stressful. This allows hairstylists to continue working even when their personal circumstances change.

By the way, maintaining a stable customer base in light of the shrinking population is where marketing comes into play. Today, technique alone isn’t enough. Hairstylists must learn how to use Instagram and other social media to build their own fan base and attract new clients. We teach them both technical skills and digital skills, as well as guidelines on how to protect themselves online. This combination helps sustain careers across decades.

To meet the growing demand in the men’s grooming market, ARTE GENESIS has started developing men's hair salon services. (Recently opened: Tect by Ash in Kichijōji)

That brings me to your international presence. You’re operating in Singapore, and previously you had businesses also in China, Indonesia, South Korea and the UK. Which international markets do you see as having the strongest potential for ARTE GENESIS, and why?

Expanding overseas is extremely challenging. Japanese salons benefit from advanced hair care products—especially straight perm and coloring chemicals, which are some of the best in the world for Asian hair types. But products alone are not enough; the technique, timing, temperature, and touch must accompany them. Each market has unique challenges. Hair types differ, as do climates, voltages for dryers, and cultural expectations. To truly succeed abroad, we would need to establish training academies locally, so hairstylists could learn to adapt Japanese techniques to local conditions. We’ve learned from our past attempts that success depends not only on skill but also on shared values. Franchisees must genuinely appreciate Japanese style and quality, not just view it as a business opportunity. Where that alignment exists, as in parts of Southeast Asia or regions with strong Japanese communities, the potential is strong.

You founded ARTE GENESIS in 1986 and have since grown it into one of Japan’s largest salon groups, with more than 350 salons nationwide. What would you say is the core strength of your business model compared to other salon companies?

Japanese hair salons face many challenges—one of which is that talented hairstylists often leave their jobs to open independent salons. Our strength lies in the Japanese-style franchise system—noren-wake. This model allows hairstylists to eventually become salon owners without leaving the group. We train staff in-house for about ten years, starting with shampooing and gradually progressing to coloring and cutting. Once they have proven themselves as capable hairstylists or store managers, they are entrusted with their own salon under our brand. This system ensures consistency in both quality and values while supporting expansion. It also provides a clear career path for hairstylists, which is essential in an industry where many young people leave early because they cannot see a future. Our model retains talent within the group and aligns their success with ours.

Among your many segments—premium salons, affordable salons, eyelash and eyebrow services, franchising, training academies, and product distribution—which do you see as offering the strongest growth potential?

The men’s market has the greatest immediate potential. About 40% of our customers are already men, and we see strong demand for specialized men’s salons. In the longer term, beauty products are also promising. There is tremendous global interest in Japanese beauty products, but we must approach this carefully, focusing on solving customer needs rather than simply pushing products for sale.

ARTE GENESIS, Inc. operates around 360 hair and beauty salons nationwide.

Last year, your company was renamed ARTE GENESIS, adopting “Creation and Regeneration” as its guiding philosophy. How does this philosophy guide your company moving forward?

Our philosophy is rooted in Japanese technology and culture. Our mission is to preserve this heritage while continually reinventing ourselves. “Arte” represents art and beauty; “Genesis” represents origin. Together, “creative regeneration” means drawing upon our history and strengths, but constantly innovating to meet new needs and new markets. Over the next five years, I believe the Japanese beauty industry will consolidate into three major players each with annual sales of roughly 40 to 50 billion yen. Our vision is to be one of them.

For more information, visit their website at: https://artegenesis.com/