Interview with marketer Tsuyoshi Morioka Tourism x Japan's winning strategy January 24th 16:42
In 2024, where will Japan's "win" path lie?
Tsuyoshi Morioka, a marketer known for revitalizing numerous theme parks, including Universal Studios Japan in Osaka, is trying to find the answer by looking at the tourism industry.
``First of all, think about who the consumer is,'' says Morioka.
How is he trying to revitalize Japan's tourism industry?
We will take a closer look at Mr. Morioka's winning strategy, who is said to be the "strongest marketer of our time," and explore business tips.
(Interviewer: Caster Akihiro Mikoda; Producer: Tokuji Iesaka, Director of Politics, Economics and International Programs Department)
Winner 1: Thoroughly understand consumers
One of the regions where Mr. Morioka's company is currently developing new business is Okinawa Prefecture.
We plan to invest approximately 70 billion yen on a former golf course site in the northern part of the main island and open it as a theme park that takes advantage of Okinawa's nature and culture.
Mr. Morioka says that one of the most important things when developing his business is to ``understand consumers thoroughly.''
The establishment of a theme park in Okinawa also utilized this thorough analysis.
Based on his past experience, Morioka believed that a resort within a four-hour flight distance could be an option.
Many countries and regions in Asia are within 4 hours of each other, and it is estimated that there is a market of 2 billion people.
In addition, a thorough survey of their needs revealed that they are attracted not only to Okinawa's sea, but also to its forests and mountains.
Mr. Morioka
: ``For example, if we want more inbound tourists to come to Okinawa, stay longer, have more fun, and spend more money, we need to show them the appeal of Okinawa in the way they want.'' It must be done.”
A theme park where you can experience the mountains, forests, and natural scenery of Okinawa.
There will be attractions such as balloons that give you a panoramic view of the forest and an attraction where you can run away from dinosaurs in the forest.
How can businesses capture the hearts of consumers?
Mr. Morioka says that it is important to think about "Who," "What," and "How" all at once.
Mr. Morioka
: ``The important thing is to first think about who the consumers are.The people you want to visit the place are the consumers, but what's going on in their heads? It all starts with the work of thinking thoroughly about whether something exists or not.After
thinking about the consumer (Who), we create the very thing or value that they want to experience, in a way that resonates with them. I think about "What".
After understanding what they want, think about how what you have can fit into what they want.
You have to think about various things, such as, ``Is this possible?'' and ``Is this the kind of charm I can make it resonate?''
It is very important to say ``what'' to ``who'', and if we fail in the implementation phase, the strong value of the product or service we are trying to provide will not be conveyed to consumers.''
Winning strategy 2: Make use of “sleepy assets”
Another winning strategy for Mr. Morioka is the idea of ``utilizing dormant assets.''
One example that embodies this idea is Immersive Fort Tokyo, a new facility scheduled to open in Tokyo this March.
The facility's most distinctive feature is its ``immersive experience,'' which is also reflected in the facility's name.
Mr. Morioka
: ``Until now, theme parks have been viewed from a third-person perspective, such as ``seeing what's going on'' and ``seeing what the performers are doing here.'' , 100 out of 100 people had the same experience.This
is the beauty of traditional theme parks, but this time we have a completely different idea, where customers are immersed in the actual performance.For
example :
, the story changes as you become a party to the incident, become the culprit, have to really run away, or deliver important information you have to someone
... It is becoming increasingly popular around the world as a completely new and exciting form of entertainment with an immersive experience.''
Actually, this theme park has some unusual features.
This means that we are reusing the Venus Fort facility, which closed in March of last year, in a vacant space.
We thought that the original European-style interior could be used to create a park.
Mr. Morioka
: ``By effectively utilizing existing facilities as facilities to attract customers, you can reduce capital investment costs for building walls and ceilings.For example, in the case of Venus Fort in Odaiba, If you use European-style features that cost a lot of money and think of them as positive assets, you can create a very immersive feeling.In order to make the
features a positive asset, you can look at the glasses that the customer is wearing. If you change it, you can make better use of its features, so it's much cheaper than stripping it all out and rebuilding it.''
Morioka's strategy is to utilize existing assets.
He says that ``ideas'' are important for making this strategy a success.
Mr. Morioka
: ``The most important thing here is the idea.In response to the demand that we can measure now, how can we reduce capital investment and make it as interesting as possible to create that demand? The most important thing is how to develop ideas."
The path forward for Japan's tourism industry
Japan's tourism industry has been hit hard by the coronavirus pandemic.
Last year, inbound tourism consumption exceeded 5 trillion yen, the highest ever.
As we face challenges such as overtourism, Morioka says that as a country and region we need to work to overcome these challenges and develop tourism as an even bigger industry.
Mr. Morioka
: ``The more we communicate the appeal of a region, the more inbound tourists will come to Japan.This is extremely difficult for people in each region who are experiencing inconveniences in their daily lives. I am aware that it is not a pretty thing to do, but when you look at Japan as a whole, I think it is truly wonderful that people who love Japan come, are willing to spend money, and then go back home. As
was
said at the Davos conference, Japan is the most attractive country in terms of tourism, so as the population continues to decline, the tourism industry must earn more and more money to provide food for the people. I don't think it should be done.What
we adults who have the power to do now for the future is to create a sustenance for the next generation.When we look at the country as a whole, the tourism industry has become a sustenance for Japan. If we want to continue to be a prosperous country, we have no choice but to improve our tourism infrastructure.Once
a country or region realizes that they want to invest in the tourism industry, I think they will see what needs to be done.''
Go two steps beyond what you can do
Mr. Morioka has been at the forefront of theme park revival for many years.
At the end of the interview, I asked him what is the key to Japan's success beyond the tourism industry.
What Mr. Morioka talked about is daring to go two steps beyond what you think you can do and expand a little.
Mr. Morioka
: ``Even within the scope of our current lives, if we all go two steps beyond what we can do and act on our own, if everyone has that awareness, we will have great strength as a group.'' I believe that
people who have lost self-confidence and go outside of the range of risks they can take. I think the percentage is still small.Instead
of just commenting, critiquing, and criticizing what people are trying to do or bring about new changes in a very safe space, I think we need to do something about it.We
need to find new values, industrialize it, and bring about change.The idea that someone will do something for you if you leave it alone has not been the case for the past 30 or 40 years. I think this is just an extension of Japan's continued stagnation.I
would like to make this year a year where I and my colleagues can tackle various issues by taking action.''
(January 12th) Broadcast on “Oha Biz”)
Good Morning Japan Good Morning
Biz Caster
Akihiro Mikoda
Joined the station in 1987
as an economics reporter, covering hot spots such as the Japan-U.S. auto friction and the financial crisis such as Yamaichi's bankruptcy, the simultaneous terrorist attacks in the United States, and the "One Belt, One Road" strategy in China.
Politics, Economics and International Programs Department Director
Tokuji Iesaka Joined
the station in 2017
After working in the Good Morning Japan Department and Osaka Broadcasting Station, he joined his current position in 2023 His future dream is to take his children to theme parks.