Thanks in part to the Osaka World Expo, the number of visitors to Japan reached a record high. The Japan National Tourism Organization (JNTO) announced that 42,683,600 visitors were expected in 2025. A notable feature is the inclusion of tourists from many countries. According to the Japan Tourism Agency, consumption reached a record high of 9,455.9 billion yen. Despite the record-high number of visitors to Japan at 40 million, the average tourist spending in the tourism industry has not increased, and employee wages have remained stagnant. To develop the tourism industry, raising accommodation fees to increase capital and using those funds for wage increases and capital investment is essential. Improving the working conditions of those working in the tourism industry appears to be a particularly pressing issue. Furthermore, measures such as resolving labor shortages, improving productivity through capital investment, and increasing the average tourist spending are urgently needed.
In the hospitality industry, some individuals and companies have successfully solved the twin challenges of labor shortages and increased income. In recent years, companies have also begun to foster the development of multitalented individuals. Seki, who works at a traditional Japanese hotel in Minamiuonuma City, Niigata Prefecture, juggles three roles: breakfast, folk song performance, and local cuisine instructor. Hotel employee Atsuko Seki (76) was spotted serving breakfast to guests in the kitchen the morning after a folk song performance the night before. She also serves as an instructor for a local cooking experience, supporting the hotel with her “three roles.” There’s even an even more impressive individual at this chain of hotels. Haruka Yoshikoshi (29) juggles six roles. She handles the front desk and reservations, serves guests at the hotel’s restaurant and cafe, sells merchandise at the gift shop, and promotes the tourist routes she designed on social media. Thanks to this multitasking employee, sales have increased eightfold over the past 20 years.
This is a way to provide satisfaction to tourists and benefit the local community. An example of the former is the Italian tourist city of Venice. This city has long suffered from an overpopulation of tourists. However, the COVID-19 pandemic has caused a sharp decline in tourism. As a result, the water in the canals has apparently become clearer, and fish can be seen swimming. Despite the current turmoil, both tourists and locals seem to be celebrating the return of nature. Another potential profit opportunity is Disneyland. It’s said that Disney focuses on the top 20% of its income earners. The top 20% of people spend roughly the same amount on travel each year as the bottom 80% combined. Targeting the top 20% is more profitable for business than the bottom 80% who try to save money. This strategy prioritizes revenue over visitor numbers. If an overtourism situation arises, this approach may be a realistic response.
