INTERVIEW: YOSHIHARU HOSHINO
With fierce competition and foreign capital being pumped into the [hospitality] industry, there’s a limit to how long individual resorts can stay independent
In 2011, the company opened four properties under a second brand, Kai – traditional-style ryokans, all with fewer than 50 rooms. There are now 10 Kai resorts and the ultimate aim is to have one in every onsen location in the country. The final brand to be developed was Risonare, targeting the family market, of which there are currently three. The decision to concentrate on branded operations was driven by the recognition that there’s more leverage with a chain. “Because the number of [ryokan] guest rooms is declining, the cost advantage is minimal,” says Hoshino. “With fierce competition and foreign capital being pumped into the [hos- pitality] industry, there’s a limit to how long individual resorts can stay independent.”
CHANGING TIMES Notwithstanding these developments, the company has remained true to its heritage by respecting four key elements in its opera- tions, says Hoshino: in addition to natural hot springs, all Hoshino resorts incorporate Japanese architecture and design, either
traditional or modern; they all serve locally prepared, beautifully presented Japanese cuisine; and they all take great pride in delivering ‘omotenashi’, the buzzword of the candidature speech for the 2020 Tokyo Olympic Games, which can be loosely translated as ‘selfless hospitality’. To be competitive in a changing market,
however, Hoshino has, from the outset, been keenly aware that onsen resorts need to mod- ernise – and not just for foreign visitors. “The younger generation in Japan is used to western- style living and now feels some discomfort and inconvenience when staying in traditional Japanese inns,” he says. “So my job has been to transform these old-style onsen-ryokan – while maintaining the important elements – so modern Japanese and international guests can enjoy staying more frequently.” One way the company does this is to make a significant investment in the renovation of every newly acquired property, in close consultation with leading architects and designers, to ensure the environment appeals to modern travellers while remaining
Western-style beds (below right) are now offered as well as futons; customer
service (left) and eco-friendly activities are closely monitored
authentically Japanese. But no less important is the way that it’s adapted the traditional onsen-ryokan model to better suit the needs of its current customers.
Onsen-ryokan, for example, usually charge
by the package, rather than the room, and traditional programmes have rigid meal times for breakfast and dinner every day. While Hoshino resorts are still based on accommodation packages, guests can choose meals and mealtimes to suit their own tastes and schedule. What’s more, sleeping arrange- ments have also been brought up to date: while traditional tatami rooms with futons are available, most Hoshino resorts now offer western-style beds too. Another change concerns ‘traditional
tipping’, which Hoshino has banned; while tipping is not customary in Japan, ryokans have always been the exception to this rule, due to the level of personal attention that guests receive. Finally, the company has invested in English-speaking staff and developed an English-language website to better cater for overseas guests.
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