The population crisis in Japan is not a new conversation. It has been discussed for more than 50 years, but today it is more relevant to public discourse than ever. We can clearly see its impact on the marriage and wedding industry. According to the Ministry of Health, Labour and Welfare, Japan recorded 485,092 marriages in 2024, slightly up from 474,741 in 2023, but still far below historical levels. At the same time, Japan’s total fertility rate fell to 1.15 in 2024, continuing the long-term demographic decline and raising concerns about the country’s shrinking population and aging society.
This is why your company is so interesting. We see a division emerging in the industry. For example, some comapnies emphasizes the importance of inbound weddings, saying inbound couples spend twice as much as domestic couples.
Your company, however, is taking a different approach. According to your 2024 data, wedding-related revenue was 6.371 billion yen, weddings accounted for 66 percent of your total revenue, you served 1,491 couples, and the average spending was 4.48 million yen per couple. And yet, your long-term strategy intentionally reduces weddings to 48 percent by 2030.
Why you are choosing to reduce wedding dependency despite strong business performance.
Japan’s demographic challenge goes far beyond simple population decline. The real issue is the inversion of our population pyramid. We now have a disproportionately large senior population and a shrinking young and middle-aged population, which destabilizes the business environment across all sectors. Japan is facing this more quickly than any other country, but many nations may soon follow.
In this context, businesses must transform themselves. Weddings are indeed Happo-en’s core business, and we will continue to value that foundation. However, because the population of marrying-age couples is shrinking, we must expand our strengths into other fields to build a sustainable future.
Our strategy is to preserve our core while developing new business pillars that can thrive independently. Among wedding companies in Japan, very few are confronting this structural challenge head-on. Happo-en may be one of the only ones proactively shaping a new model for the future.
Inbound weddings are certainly a meaningful opportunity, and the number of international marriages is rising. However, strategic planning cannot rely on a single promising trend.
We are observing two major structural changes. One is the steady decline in the domestic population. The other is the diversification of values among young people, which is reshaping the wedding market. This has led to a clear polarization between luxury weddings and casual, minimal weddings. We operate in the luxury segment. In fact, by October 2025, our average spending had surpassed 5 million yen.
Yet we cannot depend solely on inbound luxury weddings to carry our long-term future. Our diversification is designed to ensure that Happo-en remains resilient across many different future scenarios.
As you reduce your reliance on weddings, how do you see Happo-en’s identity developing in relation to areas such as MICE, food culture production, cultural experiences, DX/BX, and other new ventures?
We see Happo-en’s identity expanding from a wedding company into a comprehensive cultural producer and regional developer. Weddings will remain part of our DNA, but we will increasingly devote ourselves to MICE-related initiatives, food culture production, the preservation of Japanese cultural assets, and new forms of hospitality supported by technology.
By drawing from the depth of our garden, our traditions, and our craftsmanship, we can create value that extends well beyond weddings and enriches entire communities.
You mentioned that although Japan records around 500,000 marriages annually, only about 70 percent of those couples actually hold wedding ceremonies. So the real wedding market is closer to 350,000 couples. At the same time, more young people feel they do not need large ceremonies, favoring simple or small gatherings instead. How do you interpret this shift?
The decline in formal ceremonies is genuine, but the key is market polarization. Some couples prefer extremely simple, casual celebrations, while others desire highly curated, luxury weddings that emphasize design, experience, and cultural meaning. Happo-en focuses on the luxury segment.
While the total number of ceremonies decreases, the value per ceremony is increasing. Other companies pursue volume through casual offerings, but we concentrate on depth, artistry, and cultural significance.
You noted that international marriages now represent about 8 percent of your weddings and that this number is rising. Why do international couples naturally gravitate toward the luxury segment?
When a couple travels across borders to marry, they are seeking an experience that is not only special but culturally meaningful. They are drawn to Japanese gardens, traditions, cuisine, craftsmanship, and the unique aesthetics that Japan offers. Their preference for luxury weddings is not about extravagance but about experiencing the essence of Japanese culture.
International marriages will likely continue to increase, and they fit naturally with what we provide.
Many young Japanese say they want to marry but have no opportunity to meet potential partners. With remote work reducing workplace interactions, matching apps have surged dramatically since 2020. How do you think this shift toward app-based matchmaking will shape the wedding market?
Matching apps have fundamentally transformed the relationship landscape. Before the pandemic, workplace interactions often created natural opportunities for meeting partners. Remote work has reduced that dramatically, and apps have stepped in to fill the gap.
Importantly, apps make cross-border matchmaking possible. Japanese people increasingly seek partners abroad, and many students who study overseas meet international partners. Apps create global networks of connection.
As international relationships increase, weddings that emphasize culture, tradition, and unique experiences such as those we offer will become more desirable. Matching apps may help stabilize the wedding market even as demographics decline.
Do you believe matching apps could maintain Japan’s wedding market at around 500,000 marriages per year?
Yes. Cross-border matchmaking has the potential to offset the decrease in domestic couples. I do not expect a dramatic rise, but I believe the marriage market can remain stable. The expansion of matching services may become a central factor in supporting Japan’s wedding industry in the years ahead.
Let’s turn to MICE. Tokyo is highly competitive, with major hotels, large exhibition halls, and constant new entrants. Why should a company choose Happo-en for their MICE events? What is your strategic advantage?
Japan must strengthen industries that bring in foreign currency. The automobile industry, inbound tourism, and semiconductors are key pillars, and we are focusing on inbound tourism through MICE initiatives. Business events generate long-term value for cities and regions.
The Shinagawa–Takanawa area is undergoing major redevelopment, including a new station, new commercial zones, international hotels such as JW Marriott, and financial and corporate hubs. This district is being built as a global gateway.
Happo-en contributes cultural depth through our heritage and environment, creating an integrated experience that blends world-class event capability with authentic Japanese culture. That combination sets us apart.
You recently opened two new cultural venues in the Takanawa Gateway development, HAPPO-EN YO-GASHI TEN (Pastry shop) and KAPPO BUTAI(Kappo cuisine restaurant). So let me ask you: why should people choose Shirokane or Takanawa for cultural activities or MICE events?
Japan’s future depends on revitalizing district-level economies that can attract tourists, workers, and residents alike. Shirokane and Takanawa are uniquely positioned because they combine cultural heritage, innovative infrastructure, and international connectivity.
JR East is developing not only train stations but entire urban environments. Our cultural heritage complements their advanced mobility and technology. Together, these elements create a district where tradition and innovation coexist, forming a compelling destination for cultural engagement and business events.
This location has deep historical roots. From samurai origins to industrial pioneers such as Kuhara Fusanosuke, and more recently hosting the private dinner for President Biden. After your significant renovation, what kind of experience can guests expect today? And why should they choose Happo-en over other venues?
Our hospitality is built on three essential elements: the creation of beautiful experiences, the creation of meaningful experiences, and the collaboration with local communities to bring those experiences to life.
Our garden is breathtaking in every season, but beauty alone is not enough. We strive to embed meaning into each experience. We welcome guests asking “Why?” because that allows us to share cultural stories and deepen their understanding.
For President Biden, we chose gelato from Miyagi Prefecture, one of the regions supported by the United States after the 2011 Tohoku disaster. It was a symbolic gesture of gratitude. After the event, the gelato became affectionately known as “Biden Gelato,” drawing many visitors to the Miyagi producer.
These layers of preparation, beauty, meaning, and community partnership reflect what makes Happo-en unique.
Beyond the Biden dinner, you are increasing your international presence. The Sakura Japan project in Singapore is one example. Are you interested in creating more overseas cultural initiatives? If so, where? And do you aim to position Happo-en as a hub for events like the Biden–Kishida dinner?
Yes. After Singapore, we are looking toward opportunities in the Middle East, including Dubai, and elsewhere in the world. Our sales teams actively participate in major international business event fairs across Europe, Australia, and North America. Inbound growth requires outbound investment in cultural engagement.
When I visited Singapore, I was deeply moved by how passionately young people there embrace Japanese culture, from anime to traditional aesthetics. Their enthusiasm made me realize that Japanese people, especially younger generations, must also rediscover pride in their own culture.
We hope to continue these initiatives by working closely with government agencies and industry partners, expanding Japan’s cultural presence globally.
Happo-en is celebrating its eighty-third anniversary. If we return in two years for another interview, what goals or ambitions would you hope to have realized by then?
Our strategy focuses on revitalizing cultural assets and producing entire communities around them. Maintaining and restoring cultural properties in Japan is becoming increasingly difficult, yet these assets give regions their identity.
Two years from now, I hope to show you new examples not only in Shirokane but also in Kyoto, Fukuoka, Tohoku, and other regions, where we are helping to restore cultural assets and develop vibrant, culturally grounded communities.
And finally, if you had to define Happo-en in one simple sentence for our seventy-five million global readers, how would you describe it?
Happo-en is a place where the beauty of Japan its gardens, its craftsmanship, its architecture, its cuisine, and its spirit is gathered and expressed in a deeply meaningful and unforgettable experience.
For more information, please visit their website at: https://happo-en.com/?wovn=en
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