With the Determination of a "New Opening"

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 healing." This is the origin of current ryokan culture, and Hakone Yumoto is one of its birthplaces. Lodging, 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 maintained high occupancy rates. The common all-in-one specification of two meals with hospitality service was widely supported, and this year was supposed to be in the midst of a 2020 Tokyo Olympics boom. However, while I harbored doubts about whether the mainstream of Japan's traditional hospitality industry could continue to be viable forever—given the drastic lifestyle changes expected in seven years when the Maglev line opens—the COVID-19 crisis struck.

We were forced to close for two months. During that time, countermeasure guidelines for the lodging industry in response to COVID-19 were formulated, and we resumed operations on June 1. My impression was that the guidelines were dominated by restrictions and inconveniences, but they also indicated an orderly travel style and a way of lodging suited to a new life centered on infection prevention. This became our new standard for business restructuring. During a 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" (Closed spaces, Crowded places, Close-contact settings) and clearly specified improvement points 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" was designed for 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 companions as an option, allowing families to fulfill their travel needs as well.

We are leveraging our strength of "developing our own hot springs." In June, we took the bold step of filling a 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 since swimsuits were used, leading to a popular reception through the end of October (though managing entry restrictions during busy times was a double-edged sword). During this time, 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 if diluted up to seven times, it still contains dissolved components with therapeutic effects. After obtaining a permit for a "Hot Spring Stand," we began offering Yoshiike hot spring water as a souvenir in 20-liter packages and launched accommodation plans that include this take-home set.

There can be no "shop-building" without the spirit for "town-building." We continued the "room-only plans" we have been working on since last year, introducing neighboring restaurants that agreed to cooperate so that guests could enjoy dining out in Odawara and Yumoto. By focusing on creating plans with an awareness of 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" sales will become important from now on. While it is predicted to take several years for recruitment-type organized tours and unit group tours to be sold as before, pre- and post-stay reservations for "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 caused by the infectious disease that has spread throughout the world will be removed, and a time of orderly relaxation will surely return. Many ryokan operators are family businesses, and I believe that having strengths and weaknesses is what forms the characteristics of each inn. There is still so much potential in tourist destinations across Japan, both in terms of the hot springs and the local areas that people should know about. With the mindset of "Jiga Sakko" (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 determination 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 the day on the national highway waving the tricolor flag and cheering at the top of my lungs.