

Step into the realm of hospitality excellence with an exclusive interview featuring Mr. Jun Murai, President & Representative Director of Tokyu Hotels & Resorts Co.Ltd, hosted by Chic Icon Magazine. Delve into the rich history of Tokyu Hotels & Resorts, a cornerstone of the esteemed Tokyu Group since 1922. From its inception within the Meguro-Kamata Electric Railway Company to its evolution into a conglomerate of 222 companies, Tokyu has epitomized Japanese hospitality. With CEO Murai at the helm, discover how Tokyu Hotels & Resorts continues to redefine luxury, blending tradition with innovation to craft unforgettable guest experiences across Japan and beyond.
Business Strategy and Performance
Hakima Bathaoui: What are the main pillars of Tokyu Hotels & Resorts Co.Ltd, business strategy? What are the differentiating factors?
CEO Jun Murai: In the context of the hotel business in Japan, I believe the primary differentiating factor lies in our emphasis on the human element, the cornerstone of our service provision. While various business strategies exist within the hotel industry, tailored to different countries and brand tiers, a clear and cohesive human resource strategy spanning the entirety of our operations is paramount. Many Japanese companies excel in short-term management strategies, yet often lack clarity in their human resources strategies. When management and human resources strategies align, it becomes a potent differentiator. Tokyu Hotels & Resorts Co. Ltd boasts a longstanding tradition of nurturing talent and delivering exceptional service, which has facilitated the expansion of our hotel portfolio. Secondly, our brand strategy is integral, particularly in curating a diverse brand portfolio beyond just luxury accommodations. Our corporate brand, “Tokyu,” though domestically focused, garners immense support from local patrons, thus enhancing our differentiation. Cerulean Tower Tokyu Hotel, our 5-star hotel in Shibuya, embodies a broad spectrum of Japanese culture, and we are committed to maintaining a positive image of the area.


Hakima Bathaoui: Can you elaborate on recent initiatives and innovations contributing to the company’s growth and success?
CEO Jun Murai: Certainly, there are two key initiatives. Firstly, our sustained investment in talent development over the medium to long term stands out. With a clear focus on enhancing operational capabilities, we anticipate direct growth trajectories. These cultivated human resources serve as catalysts for innovation, fostering partnerships and collaborations with external entities. In pursuit of sustainable development goals (SDGs), we’ve collaborated with Kaneka Corporation, a chemical company, to introduce plastic-free guest room amenities, leveraging their technology. Additionally, through a strategic human resource alliance with MOL (Mitsui OSK Lines LTD), we now have the capacity to recruit international talent. Our outward-looking approach to business alliances consistently yields innovative outcomes.
Hakima Bathaoui: Fujita Kanko Inc., with whom we collaborate on human resources training, is affiliated with Hotel Chinzanso Tokyo, correct?
CEO Jun Murai: Indeed, Fujita Kanko, primarily a hotelier with a focus on the food and beverage sector, shares historical ties with Tokyu Group. Such partnerships, especially with entities sharing similar backgrounds, serve as conduits for embracing diversity. Hotel Chinzanso Tokyo, originally a Four Seasons Hotel and Resorts property, underwent a transformation, reflecting the dynamics of foreign capital management. By exchanging insights gained from such experiences, mutual learning thrives.




Hakima Bathaoui: How do you gauge the success of luxury hotel properties beyond financial metrics?
CEO Jun Murai: Contemporary discourse underscores the significance of non-financial statements. From a financial standpoint, there’s a notable shift towards evaluating investments in human capital and intangible assets such as brand equity and organizational robustness. Within the hotel industry, gauging customer response, satisfaction, employee morale, and corporate social and environmental responsibility are pivotal metrics. Attentive listening to customer feedback and subsequent business enhancements are pivotal. Organizational success hinges on fostering diversity, both in terms of employee demographics and customer base. Given the discerning nature of Tokyu Hotels’ clientele, accommodating diverse needs necessitates a workforce that appreciates and celebrates individuality, a facet integral to our success.
Customer Experience and Satisfaction
Hakima Bathaoui: How do you prioritize and enhance the overall guest experience in luxury hotels?
CEO Jun Murai: We’re dedicated to developing luxury brands like The Capitol Tokyu, Cerulean Tower Tokyu, and Bellustar Tokyo, alongside new properties embracing personalized lifestyle values. Crucially, two dimensions of guest experience are pivotal. Firstly, we consider the continuum of the guest’s journey, extending beyond the stay itself, encompassing pre-arrival engagement and post-departure follow-ups. Ensuring a consistently excellent service throughout this journey is paramount. Secondly, we acknowledge life events and milestones, embedding these considerations into our services and sales strategies. Whether it’s hosting weddings or commemorating family milestones, aligning with the pivotal moments in our guests’ lives enhances satisfaction and fosters lasting relationships.


Hakima Bathaoui: How do you ensure high guest satisfaction and loyalty?
CEO Jun Murai: Our goal is to enhance our membership program, the “Tokyo Hotels Comfort Membership Program,” beyond what is currently offered. Unlike many Japanese hotels, where pricing often hinges on intermediary relationships with travel agents, our priority is to incentivize direct bookings through enticing membership benefits. Foreign hotel programs often boast expansive offerings and robust engagement strategies, which serve as valuable benchmarks for our endeavors. Recognizing that our core clientele, particularly those who value premium hospitality, are predominantly older individuals, we aim to cater to an aging demographic by creating inclusive environments. We’re actively pursuing initiatives such as the Universal Manners Test for all employees to ensure accessibility for individuals with disabilities. Embracing diverse cultures and individual needs, including those of foreign visitors, is essential. Achieving this universal standard of service not only enhances satisfaction but also fosters loyalty among a broad spectrum of guests.
Sustainability and Corporate Social Responsibility (CSR)
Hakima Bathaoui: What steps are you taking to promote sustainability and green initiatives within our luxury hotels?
CEO Jun Murai: It’s a challenging balance to uphold luxury standards while addressing environmental concerns. However, it’s a challenge we must embrace. The key lies in fostering a shift in individual lifestyles and awareness. Today, there’s a growing inclination towards eco-conscious living, even in luxury experiences. Ethical considerations, such as staying in environmentally friendly hotels, are increasingly integrated into consumers’ lifestyles. This ethical experience intersects with luxury, offering a sense of richness and fulfillment. To bolster our sustainability efforts, we’ve partnered with external manufacturers to procure eco-friendly amenity materials. Additionally, we’re enhancing our staff’s skills to deliver universal rooms and services, further contributing to our sustainability endeavors.


Hakima Bathaoui: Could you share successful examples of CSR initiatives and partnerships?
CEO Jun Murai: Our Green Coin program stands out as a cornerstone of our CSR efforts, garnering external acclaim. Last year, we were honored with the partnership category of the Ecotourism Award by the Ministry of the Environment, acknowledging our longstanding collaboration with volunteer organizations. Proceeds from our Green Coin program support tree planting and volunteer activities, underpinning our commitment to environmental stewardship. Collaborations with local governments also play a vital role in our CSR endeavors. The Kawasaki King Skyfront Tokyu REI Hotel exemplifies successful collaboration with forward-thinking local entities and government bodies, addressing environmental challenges with a focus on hydrogen energy. Such partnerships underscore our dedication to creating environmentally friendly establishments deeply connected to their surroundings.
Market Trends and Competition
Hakima Bathaoui: How do you stay ahead of evolving consumer preferences and industry trends in the luxury hotel sector?
CEO Jun Murai: The Tokyu Group’s diversified business model offers a unique advantage. With a broad customer base along the Tokyu Line, we glean insights into diverse lifestyles and preferences. Understanding trends within our group is pivotal for effective management. Our hotel brands, particularly the “Stream Hotels”, are at the forefront of evolving consumer preferences, embracing lifestyle-driven experiences. Through collaborative efforts within the group, we proactively anticipate and adapt to industry trends.
Hakima Bathaoui: What do you perceive as the biggest challenges and opportunities in the luxury hotel industry?
CEO Jun Murai: Manpower scarcity poses a significant challenge, not only in Japan but globally. Retaining and nurturing talent is a pressing concern across the hospitality sector. Japanese hospitality is esteemed worldwide, yet domestically, there’s a disparity in recognizing its value. As the influx of foreign visitors to Japan grows, there’s an opportunity to elevate Japan’s hospitality reputation. Embracing this opportunity requires a fundamental shift in perception, valuing service excellence as much as tangible goods. The weakened yen presents both challenges and opportunities. While it enhances Japan’s attractiveness to foreign visitors, it underscores the need for structural economic reforms. Amidst these shifts, Japanese hotels must innovate to thrive in the global arena.


Leadership and Management
Hakima Bathaoui: What do you consider the most important leadership quality?
CEO Jun Murai: In the hospitality sector, pride in delivering exemplary service and adaptability to diversity are paramount leadership qualities. As we cater to a diverse clientele, fostering diversity within our workforce is equally essential. A global perspective is imperative moving forward, albeit challenging to define. Whether it’s adapting Japanese hospitality for global contexts or embracing global best practices, leadership in hospitality demands flexibility and openness to diverse perspectives.
Hakima Bathaoui: How do you cultivate a culture of innovation and excellence?
CEO Jun Murai: At our company, we prioritize innovation through structured training programs, such as the Next Leaders Factory. Traditionally, Japanese education emphasizes conformity, hindering innovation. By instilling portable skills and fostering a culture of innovation, we equip our employees to thrive in diverse business environments. Openness to external insights and collaboration facilitates continuous improvement, driving excellence across our organization.
CEO Murai’s Career


Hakima Bathaoui: Could you describe a defining moment in your career that shaped your leadership approach?
CEO Jun Murai: My tenure in the human resources department at Tokyu Corporation was transformative. It prompted introspection on leadership and personal conduct as my responsibilities expanded. Leadership, I realized, extends beyond the professional realm, influencing personal interactions and relationships. Cultivating a supportive environment, where individuals feel valued and inspired, fosters collective growth. Authenticity and openness are vital; vulnerability engenders trust and fosters collaboration. Leadership isn’t about dictating terms; it’s about empowering others to excel, irrespective of their background or role. By embracing diversity and learning from every encounter, we collectively propel our organization forward, ensuring mutual success and fulfillment.
Interview by Hakima Bathaoui, the Vice President and the Head of the Middle East Market, Tokyu Hotels & Resorts Co.Ltd.
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