The global popularity of Japanese cuisine is at an all-time high. From sushi and sake to frozen and packaged foods, Japanese food is now enjoyed around the world. This growing interest is reflected in three key trends: first, the increasing number of tourists visiting Japan and discovering its diverse culinary offerings; second, the sharp rise in Japanese restaurants abroad, which have tripled over the past decade from 55,000 to more than 200,000; and third, the surge in Japanese food exports, which reached JPY 1.5 trillion in 2024. From your perspective, what do you think is driving this international rise in the popularity of Japanese cuisine?
There are many factors behind the growing global popularity of washoku. First and foremost, it is both delicious and visually appealing.
The quality of the ingredients matters, but just as important is the way to bring out their full potential. Another key factor is the authenticity of washoku, especially in its preparation methods. For example, the way chefs handle their knives is highly specialized. Many spend years perfecting their technique, and that dedication is reflected in the final presentation.
Japanese hospitality also plays a significant role. The extra attention and service people experience when dining in Japan leave a lasting impression. Here, food is not just about eating; it is also about the overall experience inside the restaurant.
These elements together have helped elevate washoku on the world stage. Its recognition by UNESCO as an Intangible Cultural Heritage has further strengthened its global reputation. All of this has contributed to the rising popularity of washoku around the world.
You mentioned that authenticity is an important aspect of washoku. Looking at the tradition of Japanese food, during the 1980s and 1990s, many sushi restaurants opened on the West Coast of the United States. This led to a reinterpretation of sushi, with ingredients like cheese and mayonnaise being introduced, creating something quite different from the original Japanese version. Today, platforms like Facebook and TikTok allow people to experience Japanese culture without ever visiting the country. As a company that produces authentic Japanese dishes such as okonomiyaki and takoyaki, how important is it to preserve the original taste of these foods when introducing them to new audiences overseas?
Replicating the traditional craftsmanship I mentioned is quite complex, but we do our best to stay as close to them as possible. Every product we release must strictly follow the methods that have been used by Japanese people over time. Our goal is to reproduce that authenticity while also mass-producing these items at scale.
At the same time, we prioritize simplicity and accessibility for households. For example, our Sanuki Udon can be prepared in around three minutes using a microwave at 600 watts, and our okonomiyaki takes only seven minutes. Preserving the traditional methods behind these dishes is central to our mission, but we also want to make them easy and convenient for everyone to enjoy.
In the course of our global expansion, we hold steadfast to the spirit of craftsmanship and the pursuit authentic flavors.
At the same time, we recognize the equal importance of ensuring that our products are accessible, practical, and genuinely enjoyable for consumer in each local markets.
Ultimately, our goal isn’t merely to introduce our products to international audiences but to offer an experience that conveys true flavor, delight, and fun.
Japan is currently facing a major demographic crisis, and the impact is especially severe in the agricultural sector, where the average age of farmers is now over 65. This has direct consequences for the food industry’s supply capabilities, while the domestic market is also shrinking due to a declining consumer base. How is your company addressing these challenges?
Right now, only around 700,000 people are born each year in Japan, while approximately 1.6 million pass away. The Japanese government is encouraging childbirth through family subsidies, but the demographic structure is clearly becoming more challenging. And as you mentioned, the average age of farmers is now over 65, and fewer young people are entering the agricultural sector. All companies involved in food production, especially those working with rice, are facing a difficult period. This presents a serious challenge for us.
To address it, we are working to maintain the contract terms we currently have with farmers so that we can make the most of those relationships. This includes efforts to increase crop yields. Ensuring crop quality and building a resilient supply chain are essential. We are also exploring ways to reduce our reliance on manual labor by introducing automated production systems while maintaining artisanal techniques. This is becoming increasingly important as the demographic pressures intensify. To avoid a deeper crisis, we need to plan for the near future now.
One important point is that the total number of people participating in the workforce in Japan has remained largely the same since 1995, while the average number of working hours has been decreasing.
While this shift supports work-life balance, we need to reform the way we work and create a more efficient and effective working environment. For example, we are working to improve the efficiency of instruction at our factories by creating video manuals.
Our frozen udon products respond directly to these changing lifestyles. They can be stored conveniently and prepared quickly using a microwave, which is ideal for busy office workers and people on the go. Household sizes in Japan have shrunk from four people to two, and many people simply don’t have the time to prepare traditional meals. Udon typically needs to be boiled, but we’ve simplified that process so it can be enjoyed in just a few minutes. This is directly connected to the social challenges we’ve been discussing.
It is also important to recognize that Japan is not alone in facing these demographic issues. Many other countries are beginning to experience similar challenges. That’s why we hope to bring our solutions to international markets. We want to help support global economies and contribute to feeding people around the world.
At the moment, we’re in the middle of summer, and udon is traditionally considered a hot dish. That’s why we introduced the idea of cold udon during the hotter months. Udon is versatile, and by offering both hot and cold options, we’re able to adapt it to different seasons and preferences.
On our website, we suggest about 700 udon recipes, offering a variety of menu items that can be served according to the season and ingredients.
In addition, meat udon is usually served hot, but starting this year, we are proposing that customers can also eat it cold by adjusting the microwave oven time themselves.
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What is the preparation time for your udon dishes?
Our signature product, Sanuki udon, takes around three minutes in the microwave. There are also udon and ramen noodles with other ingredients such as meat and tempura, all of which can be prepared in a short time.
Which quantity of udon noodles do you sell?
When fully stretched, each portion of udon is about eight meters long. We sell around 600 million units of our udon products annually, so if you multiply that by eight meters per pack, the total length would be enough to wrap around the Earth 120 times.
In 2024, our frozen noodles brand including frozen udon was officially recognized by Guinness World Records as the world’s top-selling brand in its category.
Your product lineup includes well-known items such as your signature udon products, packed cooked rice, and ra-men,okonomiyaki,takoyaki. You’ve also recently launched the Beyond Free brand, which is entirely plant-based. How are you balancing your brand strategy between your established core offerings and the newer brands you’re introducing to target key segments of your portfolio?
Our purpose, “Bringing Joy to Meals and Fun to the Table,” expresses our desire to go beyond expectations‘’ through “thrilling discoveries” to our customers.
We introduced Beyond Free brand because we realized that our existing products alone could not meet the needs of all consumers. Some people have allergies or dietary restrictions, or choose plant-based foods based on personal beliefs or preferences. We wanted to ensure we could offer something for them as well. Beyond Free allows us to reach those customers and broaden the inclusivity of our product lineup.
Beyond Free is a plant-based frozen meal, but we don’t want it to be just a substitute; we want it to taste amazing to you.
Which segment of your portfolio is currently driving the most growth for the company, and where are you focusing your R&D efforts?
Our udon products are the main growth driver for the company. Udon is our core product, and variations like udon with beef topping are also very popular. We offer a wide range of udon options, not only for direct consumers but also for the B2B market. Our R&D efforts are focused on meeting the needs of all our customer segments.
In the B2B space, for example, there are specific concerns related to the length and width of the noodles. In school catering, some children may have difficulty swallowing longer udon, so the length becomes a key factor. These are the kinds of details we need to consider when serving B2B clients. In udon and ramen restaurants, customers often choose their preferred noodle thickness, and our R&D capabilities allow us to respond to such preferences from restaurant and institutional partners.
Although udon may appear simple, it actually involves a wide range of variations. There are numerous needs to consider, such as length, width, and softness. Our job is to ensure we can meet all of these different requirements and continue to innovate within the category —not only in udon, but also by applying the expertise we’ve developed to other products such as ramen.”.
In terms of product development, do you collaborate with chefs or influencers in different countries to create hybrid recipes, such as combining Japanese noodles with local spices or ingredients? Is this part of your strategy for developing new flavors or products tailored to international markets?
Yes, that is something we actively do in Japan. We are fortunate to have a strong fan base for our udon products. Udon is a remarkably versatile food that can be adapted to suit a wide range of tastes and preferences. As you mentioned, we have collaborated with well-known chefs and influencers in the culinary world to develop new recipes and menu ideas. These recipes are then featured on our website and introduced to a broader audience.
After seeing success with this approach in Japan, we are now looking to expand these activities internationally, particularly in North America and other parts of Asia. Forming local partnerships is essential for effective marketing in different regions, and we are very eager to build these kinds of relationships overseas. At the same time, it is important for us to stay true to our core philosophy, which remains central to everything we do.
Regarding your overseas business, we understand that your main export market is the United States. As mentioned earlier, you have a broad product portfolio. How do you determine which products to prioritize for overseas markets?
First of all, Japan serves as the testing ground for all of our products. If a product becomes popular here, we consider introducing it to overseas markets, with slight adjustments to match local tastes and preferences. Our ability to adapt and tailor products using our technology allows us to meet the expectations of consumers in different regions.
In Japan, we are already a well-established and recognized brand. Our goal now is to build that same level of brand recognition in other markets. With the technologies we have developed, I believe we are well positioned to achieve that.
In a recent interview with Matsuya, known for their beef bowls, the president explained that their business model has shifted from targeting primarily salarymen to becoming more family-oriented, in order to diversify their customer base. Udon is also often seen as a quick meal for someone dining alone after work. Are you also looking to reach new audiences and broaden your customer base?
What you said is absolutely true. We need to make a conscious effort to create more occasions for enjoying udon. With the rise in inbound tourism to Japan, more people—especially from places like the United States—are becoming familiar with udon. This growing awareness gives us an opportunity to build momentum and promote udon abroad in the same way it is enjoyed here in Japan.
This approach applies not only to traditional single-person dining, such as for salarymen, but also to family-oriented meals, which are especially popular in the U.S. We are actively working on creating new variations and dining scenarios that make udon appealing to a broader range of consumers.
Earlier, you mentioned the importance of creating special moments to enjoy udon, and that your business includes both B2C and B2B segments. As part of your overseas strategy, particularly in the U.S., are you also looking to sell your products on a B2B basis to restaurants or other food service providers?
Yes, our B2B business is very important to us.
Accessibility plays a key role. Sanuki Udon originally comes from Kagawa Prefecture, which is not an easy place for everyone to visit. By mass-producing our frozen udon, we make it possible for people to serve and enjoy authentic Sanuki Udon anywhere, without needing to travel.
And it is precisely because they are frozen that they are authentic. Our main products are mainly “staple foods” with the taste of ‘San(Three)-tate’: freshly cooked rice (Taki-TATE), freshly baked bread (Yaki-TATE), and freshly boiled noodles (Yude-TATE) — just like they were made moments ago – by freezing them at the moment they are ready.
We believe that communicating these characteristics and our commitment to craftsmanship to commercial caterers and restaurants will help expand the B2B market.
Your company is part of the Japan Tobacco Group, one of the largest global Japanese corporate groups. Could you share how being part of this group supports your international strategy and global ambitions?
Being part of the Japan Tobacco Group has increased our momentum and our client portfolio, and having access to their workers and clients has helped us expand our business. Japan Tobacco Group formed a strong strategic bond with our company, as they have the seasoning company Fuji Foods Corp.. in the group. They specialize exclusively in the B2B market and are renowned for their seasoning, which is used for Ramen and udon, for example, and have production bases in the US, Indonesia, China, and Thailand. They have deep expertise in seasoning formulation and flavor design, and proprietary yeast extract Technology, which has helped us increase our research and development capabilities. Overall, there has been great synergy between ourselves, Fuji Foods Corp.., and the Japan Tobacco Group.
One of the main challenges facing the food industry today is its environmental impact and the need for greater sustainability. Earlier, we discussed your Beyond Free brand, which is helping to address this by offering a plant-based option. You also carry out initiatives such as recycling production scraps into animal feed and fertilizers. Could you tell us more about the opportunities you see for your company as a result of these environmental efforts?
Frozen food plays a key role in addressing food loss because it can be stored until it is actually needed. In Japan, it’s said that people throw away the equivalent of one bowl of rice per person each day. As a company that sells rice products, that’s something we are actively working to prevent.
We also focus on reducing the materials used in our packaging, particularly plastic. For example, we have made efforts to cut down on the plastic components used in our products. For some of our packed rice products, we use biomass plastic made from broken rice, that cannot be used for regular products, as part of the packaging material.
Nearly 95% of our food waste generated at the factory are recyclable, and even the by-products are reused. All of these strategies are part of our broader commitment to reducing our environmental impact.
As the president of TableMark, what ambitions or goals do you hope to achieve during your tenure?
On a personal level, I hope future generations can grow up in a more environmentally friendly society.
As for the company, we are seeing a steady rise in the number of visitors to Japan. I would like TableMark to become a brand that resonates with those visitors by offering a simple, accessible introduction to washoku. Authentic Japanese food can be difficult to find outside of Japan, and we want to change that. Through our frozen products, we aim to bring genuine washoku experiences to tables around the world, allowing people to enjoy the taste of Japan wherever they are. That is the ambitious goal I have for TableMark.
For more information, please visit their website at: https://www.tablemark.co.jp/index.html
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