Our Business
Business

Through the management and operation of hotels and ryokan, we create meaningful encounters, lasting memories and new value that delights and inspires our guests.

Our business is built on three pillars: hotel operations, M&A revitalization, and marketing and branding. In hotel operations, we pursue guest satisfaction through outstanding service and hospitality. In M&A revitalization, we apply innovation to strengthen profitability. In marketing and branding, we use our marketing expertise to increase demand. By allowing these businesses to complement one another and continually refining the expertise within each area, we create distinctive and competitive properties.

We directly operate hotels and ryokan using the two models below. Through seasonal event planning, continuous service improvement and employee development, we pursue guest satisfaction and build attractive, competitive properties.

Owner-Operator Model

Under this model, the operating company owns both the land and the building.
This allows us to independently renovate or expand a property in response to trends and guest needs and to execute strategies quickly. Shinnihon Hotels serves as the owner, manager and operator of the property.

Lease-Operator Model

Under this model, the operating company leases the land and building from the owner and manages the property.
The owner can receive stable rental income regardless of hotel or ryokan sales. Because the operating company can focus on operations without a major capital investment, it can begin managing multiple properties within a relatively short period. Shinnihon Hotels serves as the manager and operator.

We acquire operating rights and real estate through business transfers, share transfers, corporate demergers and other arrangements from companies and properties facing debt, poor performance or a lack of successors. We then operate and revitalize those hotels and ryokan through business succession and restructuring.
Our approach focuses on the following five principles as we renew concepts, services and operations, build an organization capable of delivering change, and improve each property's profitability.

• Even the best revitalization plan depends on the people who execute it. Our first priority is earning the trust of on-site staff.
• We respect each property's individuality, redefine its concept and continually develop that individuality into a clear strength.
• We run rapid PDCA cycles to improve the speed and effectiveness of renewal and improvement.
• We focus on sound systems and organizational development, not temporary techniques.
• We build improvement step by step, share growth and success across the organization, and foster unity and fulfillment.

We are actively pursuing hotel and ryokan M&A opportunities and real estate acquisitions. We welcome inquiries from M&A advisers, banks, investment funds, accommodation operators, real estate brokers and others with relevant opportunities.