With the Resolve of a "New Opening"

2020/12/18

During the Edo period, groups of pilgrims visiting Ise Grand Shrine began to enjoy social gatherings at hot springs on their way home, calling it "one-night hot spring therapy." This is the origin of modern ryokan culture, and Hakone Yumoto is one of its birthplaces. Accommodation, which used to be merely a means of transportation, shifted into a way to spend time according to one's purpose, from amusement to recuperation. In recent years, with the increase in inbound travelers, ryokans in various regions have maintained high occupancy rates. The common all-in-one specification with two meals and hospitality services was widely supported, and this year was supposed to be in the midst of the 2020 Tokyo Olympics boom. However, while I harbored doubts about whether the mainstream of Japan's traditional hospitality industry could continue forever as lifestyle changes were expected seven years later when the Maglev line opens, the COVID-19 crisis struck.

We were forced to close for two months, during which time guidelines for the lodging industry in response to COVID-19 were formulated, and we resumed operations on June 1. My impression of the guidelines was that restrictions and inconveniences prevailed, but they also showed an orderly travel style and a way of staying that aligned with a new life centered on infection prevention, which became our new standard for business restructuring. During an guest's 20-hour stay, there is a lot of face-to-face service, and we could not wipe away concerns about making guests feel anxious. Therefore, we reviewed hospitality inside guest rooms to avoid the "Three Cs" and clearly specified improvements regarding greetings while serving tea and the laying out and putting away of futons.

The staff worked proactively on preparations, starting to create plans suited to the timing and digging up the strengths of our inn.

The "Accommodation Plan to Support Remote Work" targeted commuters from Chigasaki to Shinagawa, imagining them sitting leisurely on a train heading in the opposite direction of their usual commute, arriving at Hakone Yumoto for a package of work and hot springs. It became a hit because it offered one room per person and allowed for morning check-in. Stays for multiple consecutive nights also increased, appearing to fit the transformation of work styles and commuting. Additionally, during the short summer vacation, we sold rooms for spending time with companions as an option, allowing family trips to be realized as well.

We are leveraging our strength of "developing our own hot springs." In June, we took the bold step of filling our 25-meter pool with hot spring water and opening it as a large "open-air pool." It was several times larger than the large indoor baths and provided a sense of security as swimwear was used, leading to a popular reception through the end of October (though we also had the double-edged problem of entry restrictions during crowded times). During this period, to let more people know about the quality of our private spring water, which warms the body well and prevents post-bath chills, we conducted a re-analysis of the source. We discovered that even when diluted up to seven times, components with therapeutic effects still remain dissolved. We obtained a permit for a "Hot Spring Stand" to allow guests to take Yoshiike hot spring water home as a souvenir in 20-liter packages, and we also launched an accommodation plan that includes this take-home set.

There can be no "shop-building" without the spirit of "town-building." We continued the "room-only plan" we have been working on since last year, introducing nearby restaurants that agreed with our vision, allowing guests to enjoy dining out in Odawara and Yumoto. By focusing on creating plans conscious of such local town-building, we were able to receive support from the recent Go To Travel regional coupon system. I intend to continue working hard with hope for the growth of the regional tourism economy.

I believe the concept of "made-to-order" business will become important from now on. While it is predicted to take several years for organized package tours and unit group tours to be sold as before, bookings for stays before and after "Family Weddings at Hakone Shrine" organized by a partner wedding planning company remain steady. To respond to the recovery in demand for small gatherings of close friends (including regional Mita-kai, etc.), I believe it will be more important for hot spring ryokans that have lived through the era of group travel to change specifications by listening to each guest's thoughts.

I believe that the pressure from the infectious disease that has spread throughout the world will be removed, and a time of orderly relaxation will surely return. Many ryokan businesses are family-run, and I believe that having strengths and weaknesses constitutes the characteristics of each inn. Whether it is about the hot springs or the regions that should be known, tourist destinations across Japan still have potential. With the mindset of "Jigasakko" (creating one's own path) in the Reiwa era, I want to re-communicate both internally and externally so that we can nurture ryokan culture anew.

Our inn celebrated its 80th anniversary this year, and we have operated until now with the resolve of a "new opening." Looking forward to the arrival of the post-COVID era, I want to strive for hospitality. While reflecting on the spirit of Shinzo Koizumi, who taught that because the Olympics are a great opportunity to renew the nation's honor, we should keep in mind to "clean well" and "avoid unseemliness," I personally look forward to the New Year when the track and field club returns to the Hakone Ekiden main race, and I can spend time cheering loudly while waving the three-colored flag on the national highway.