Tie-the-Knot, Then Stay a While

As we look at the data, Japan’s population currently sits at around 125 million, but projections show it could fall below 100 million by 2050—and down to approximately 65 million by the end of the century. A key factor driving this trend is the declining fertility rate, which is currently at 1.15. One major reason behind this is that fewer young people are getting married. To give context, in 2020, there were over 525,000 marriages registered. But in the first half of 2025 alone, that figure stands at just under 240,000. We’re on track for another year around 500,000, but the trend is clearly downward. Iwase-san, as President of Take and Give Needs, what is your view on the current outlook for the Japanese wedding industry in light of these demographic shifts? What are the key trends you believe are shaping the market?

As you rightly pointed out, the number of marriages in Japan has been steadily declining. And beyond that, what’s particularly concerning is the growing segment of the population that chooses not to marry at all. This presents a dual challenge for our industry. First, there are simply fewer couples choosing to get married. And second, even among those who do, fewer are opting to hold formal wedding ceremonies. We’re experiencing what I would call a “double hit”—a contraction in both volume and demand.

In response, the industry is mobilizing on several fronts. For one, we’ve been working closely with government entities to encourage marriage and support newlywed couples. Various municipalities have introduced programs to subsidize wedding expenses, and we as an industry are lobbying to expand and strengthen such support frameworks. The reasoning is clear: if we do not increase the number of marriages, we cannot hope to raise the fertility rate. In that sense, we’re not just working to protect our industry, but also contributing to a broader national issue—population sustainability.

That’s a powerful connection to national priorities. Could you elaborate on how these demographic trends are affecting the wedding industry, particularly in Japan’s regional areas?

Yes, the situation is particularly severe in rural regions. For example, in Hiroshima Prefecture, you still see around 5,000 marriages per year. But in Tokushima, that number is closer to just 900. As a result, it’s becoming increasingly difficult for local wedding businesses to remain viable. While larger companies like ourselves or Tsukada Global Holdings are still able to operate in these areas thanks to scale and diversified operations, many smaller regional players are struggling. We’re already seeing cases where venues have had to shut down because they can no longer sustain the business.

This disparity is also driven by lifestyle shifts. In urban centers, there’s still a modest volume of ceremonies. But in regional Japan, we see a clear pattern: not only are fewer people getting married, but those who do often forgo a formal celebration entirely.

Given those realities, how is the industry looking to adapt or counteract these challenges?

One major initiative we’re focusing on is inbound weddings—ceremonies held in Japan for international couples. This is a high-potential area because it allows us to utilize our existing infrastructure more efficiently. Most Japanese couples prefer to hold weddings on weekends or national holidays, which means facilities are underutilized during weekdays. In contrast, inbound couples—particularly tourists—are happy to get married on weekdays, which helps fill those gaps and increase operating efficiency.

Additionally, Japan has a unique advantage. Inbound couples are looking for a full experience—they want natural beauty, seasonal charm, and cultural authenticity. Japan is uniquely positioned in that regard, offering scenic countryside and world-class cities often within close proximity. We’ve already seen success stories. For example, Tottori Prefecture recently hosted over 100 inbound weddings, which is remarkable for a rural area. There’s also been a noticeable rise in interest from wealthy couples in East Asia—especially from places like Hong Kong and Singapore. These regions have seen income growth, and more people are traveling abroad, making Japan a natural wedding destination. So rather than treating inbound weddings as merely a supplement to domestic demand, we view them as a key growth driver.

NWEDDING Nakanoshima

NEEDS Aoyama by TAKE and GIVE NEEDS WEDDING

That’s fascinating. Building on that, let’s talk about tourism. Japan welcomed 36.9 million inbound visitors last year, and that number is expected to exceed 40 million this year. The government has set a target of 60 million visitors annually by 2030, with a ¥15 trillion annual spend as part of “Phase Two” of its long-term tourism strategy. In that context, do you believe wedding-based tourism can carve out a meaningful niche in Japan’s broader tourism growth strategy?

Absolutely. But to make wedding tourism a true contributor to “Phase Two,” we need to broaden our focus beyond the usual suspects—Tokyo, Kyoto, Okinawa, and Hokkaido. These destinations are already saturated, and the infrastructure has limitations, especially regarding international air traffic. If Japan is serious about attracting 60 million tourists annually, we’ll need to activate regional airports and improve access to less-traveled areas. That’s where the opportunity lies—not just in drawing tourists, but in hosting wedding ceremonies that tie into the broader travel experience. Imagine couples holding weddings in picturesque regional settings, supported by local tourism infrastructure. This wouldn’t just benefit our industry—it would inject life into regional economies, create local jobs, and diversify Japan’s tourism offerings.

Are there any specific cities or regions in Japan that you think have untapped potential for inbound weddings, particularly if regional airports were better utilized?

Yes, one example is Takamatsu. It may seem unexpected, but Takamatsu and Hiroshima both have direct flights from Hong Kong, which creates a tremendous advantage for us. We’ve partnered with a travel agency in Hong Kong called EGL, and this direct air access allows us to promote wedding packages in Japan more effectively. When you’re pitching wedding travel, direct flights make all the difference—especially for high-end clients. We’re seeing strong potential in Hong Kong and Singapore, which are relatively wealthy markets. People from these areas are familiar with Japan, they love the country, and now they’re increasingly open to celebrating life events here. Japan’s combination of modernity, seasonal beauty, and rich culture offers a unique value proposition. We’re committed to leveraging that.

Let’s go back in time briefly. In 1998, when most Japanese weddings followed traditional shrine or hotel package formats, your company introduced a groundbreaking concept—the house wedding. This model offered personalized service with exclusive venue use, allowing couples to express themselves more freely. Over the past two decades, you’ve grown into one of Japan’s largest wedding producers, with roughly 12,000 weddings per year. Could you walk us through the original concept of house weddings, how it was received, and how it has evolved over time?

Back when we started, weddings in Japan were very uniform. There was a strong sense of obligation—people felt that ceremonies were something they “had to do.” Most weddings followed rigid, templated formats in hotels or shrines. Frankly, they were quite dull. We wanted to offer something different—something more relaxed and personal. Inspired by Western-style weddings we saw in films, we introduced the house wedding concept, where couples could rent out an entire venue exclusively and design every aspect of their day.

It resonated deeply with people. Weddings became less about fulfilling expectations and more about self-expression. Later, the purpose evolved again—couples began to view weddings as a way to express gratitude to family and close friends. However, the pandemic introduced further shifts. Suddenly, weddings became optional. Some couples decided to forgo them entirely. Others chose to scale down significantly, inviting only their closest circle.

Currently, we still host approximately 9,000 house weddings annually, typically with around 60 guests each. But with the population shrinking, we recognize the need for new formats. This October, we’re launching a new concept in Osaka—a simplified, more affordable version of the house wedding. Instead of 60 guests at ¥4 million, it’s 40 guests at around ¥1.8 million. It’s a casual, low-pressure experience, tailored to Gen Z couples who want something unique but less expensive and less formal. Interestingly, what used to be a disruptive concept—house weddings—is now seen by younger generations as a kind of “premium package.” So we’re innovating again to stay ahead of evolving preferences.

ARK CLUB GEIHINKAN Hiroshima

I’d like to pivot to another core area of your EVOL 2030 strategy: your ambitions in the hotel sector. You’ve stated a clear goal of creating Japan’s first truly international boutique hotel brand, inspired by models in North America and Europe. You recently appointed Tony Hintersawyer as President International of Trunk Hotel to support this vision. How do you see the Trunk brand evolving in this context?

As we developed Trunk Hotel, we realized that Japan lacked a boutique hotel brand that could truly resonate on the global stage. Trunk filled that gap. We’ve been strategic in our branding. For example, when we opened our Yoyogi Park property, we conducted our promotional campaign not in Japan—but in New York and London. The goal was to build recognition among global travelers, and it worked. Today, over 70% of our bookings come via direct channels, which tells us that international guests not only know our brand, but trust it.

That said, construction costs in Japan are extremely high, which makes expanding domestically a challenge unless we can do so in a financially sustainable way. At the same time, winning the AHEAD Asia award has brought us a wave of attention from investors across Asia and the Middle East. That’s why we brought Tony on board. His appointment reflects our intention to prioritize international expansion. Our core goal is to make Trunk the first Japanese boutique hotel brand that competes—and thrives—on a global level.

Are you planning to create additional hotel brands under your group portfolio, possibly to cater to different market segments?

Yes, absolutely. For the domestic market, we are developing a more cost-effective brand to serve a wider demographic. But I also want to highlight three major Trunk Hotel projects currently in development in Dogenzaka, Sapporo, and Kobe. Each of these is part of a significant urban redevelopment initiative, typically dominated by global luxury hotel chains like Hilton or Marriott. The fact that our relatively young brand was chosen to be part of these projects—despite having just two operating hotels—speaks volumes. It reflects how international recognition is translating into domestic trust from major developers and government stakeholders.

TRUNK (HOTEL) CAT STREET

TRUNK (HOTEL) YOYOGI PARK

Let’s discuss your asset-light strategy, which is a key pillar of your EVOL 2030 plan. What are the main advantages of adopting an asset-light model for both your hotel and wedding segments?

The asset-light model enables us to scale more quickly and efficiently by partnering with investors rather than owning all physical assets ourselves. This reduces financial risk and capital expenditure, allowing us to focus on what we do best: delivering high-quality service and brand experiences. If we can build strong relationships with multiple investors who align with our vision, we can accelerate our expansion without compromising on brand integrity.

Does this strategy apply internationally as well? And does Tony Hintersawyer’s appointment signal a concrete plan for overseas growth?

Yes, we are definitely looking at international expansion. Trunk is already well received globally, and Tony’s appointment reflects our commitment to building on that momentum. Interestingly, there’s currently no Japanese hotel brand that is globally competitive in the boutique space. That presents a massive opportunity—and we’re eager to fill that void. What sets us apart is our creative philosophy. All of our design, branding, and concept development is done in-house by full-time employees. We never outsource our creative direction, and while that approach is more costly, it ensures consistency and originality across all properties. We are not trying to mass-produce hotels. Each Trunk property is unique, thoughtfully designed, and rooted in its environment. That’s our strength.

Finally, on a personal note—before you eventually step down or transition into another role, what do you hope to achieve as President?

There are two goals I want to accomplish before I pass the baton. First, I want Trunk to become a globally recognized and respected Japanese boutique hotel brand—something the world hasn’t seen before. Second, I want to redefine the value of weddings in Japanese society. I want more people to view weddings not as a formality, but as a meaningful life event that deserves to be celebrated. There’s only one seat at the top. I hope I can achieve both of these before handing that seat over to the next generation.

For more information, visit their website at: https://www.tgn.co.jp/en/