Recommendation
Foreword by Yoshiharu Hoshino, CEO_ Celebrating the publication of "Hoshino Resort Story"
Prologue_ Why did we go to Hoshino Resorts?
Hoshino Resorts employees interviewed for this book
Introduction to the Hoshino Resorts brand to help readers understand.

Chapter 1.
A philosophy that dreams even when relatives turn their backs and employees leave

The Value of Japaneseness I Discovered at Cornell University
Hoshino is back
Employees leaving, those who stay are anxious

Chapter 2.
What are Hoshino Resorts' unique "multitasking" and "flat organization"?

Invading the kitchen, the sanctuary of the ryokan
Remove the signal from the superior
Introduction of quota-free management
New organizational management system, flat organization

Chapter 3.
Awakening to Resort Regeneration: Risonare Yatsugatake

A prelude to becoming a resort expert
Employee-centered concept creation team
Family Resort Ideas for Adults
Four Formulas for Resort Regeneration Success

Chapter 4.
Making a Fallen Resort Dance, Aomoriya

The fall of a giant prestigious hotel
Capturing the colors of Aomori from start to finish
Aomoriya's Dancing Treasures

Chapter 5.
Risonare Tomamu, the hotel that sells clouds

The collapse of the once-successful Alpha Resort
Cloud Sellers
Content development achieved through freedom of thought and challenge.
Success Strategies Through Abandonment Management

Chapter 6.
A blockbuster product made from moss, icicles, and buses: Oirase Stream Hotel

The first attempt to turn 'moss' into a tourist attraction
If customers don't come in the winter, you can make them come!
A win-win idea using idle buses
Low Cost, High Creativity

Chapter 7.
Hoshinoya, Japan's leading resort brand

The Beginning of the Extraordinary, Hoshinoya Karuizawa
The Origin of Glamping in Japan: Hoshinoya Fuji
Hoshinoya Tokyo, a ryokan in the heart of Tokyo's skyscrapers
The Hoshinoya brand convinces customers without chasing them.

Chapter 8.
A Story of Honest Resort Development: Hoshinoya Taketomi Island

A young man who loved the island, protecting it.
Islanders' "Understanding First, Development Second"
Beloved Hoshino Resorts staff

Chapter 9.
A stroll around the neighborhood with Omoreanger, Omo5 Tokyo Otsuka

Rescue Otsuka's fallen image
The Birth of Omorengers
Find local stores known only to locals

Chapter 10.
Transformation of a notorious crime-ridden area: Omo7 Osaka

Why this place that everyone avoids?
OMO7 Osaka's New Attempt
The deep neighborhood of Shinsekai and the Omorengers roaming around it.
A tribute to Osaka-ness

Chapter 11.
SOS for a declining hot spring area, Kai Nagato

Hoshino's counteroffer
Civil servants, local residents, and experts unite
A project where you participate as a local member, not as a foreigner
Hope for Declining Hot Springs

Chapter 12.
Bev's strategy for attracting future guests to resorts

Targeting domestic tourists and young customers
More than an izakaya, less than a trip

Chapter 13.
Hoshino Resorts is a 'marketing company'!

IT talent development of all staff
The invisible power of Hoshino Resorts, Lit
Hoshino Resorts = Marketing Company

Interview with CEO Yoshiharu Hoshino_ Where is CEO Hoshino now?
References

Expanding the resort business beyond local ryokans to the entire country
Hoshino Resorts' Secret to Success

Hoshino Resorts, a traditional ryokan run by a family, was newly appointed as CEO by Yoshiharu Hoshino. He removed his relatives who had vested interests from management and reorganized the company into a new organization centered on field staff, thereby growing Hoshino Resorts into an innovative hotel chain.
Hoshino Resorts staff provide excellent service in their respective positions, such as kitchen, front desk, housekeeping, and customer service, while also playing a central role in hotel operations as marketers.
How is this possible? The answer lies in Hoshino Resorts' unique management approach, where employees are encouraged to come up with their own ideas and enjoy their work.

While being commissioned to regenerate a resort and successfully completing it,
Becoming a Master of Resort Operations

In particular, this book tells a very interesting story about how Hoshino Resorts, in collaboration with the American investment bank Goldman Sachs, revived Japan's large resorts that were on the verge of bankruptcy.
The resort regeneration projects presented in this book are not achieved through the usual methods of facility investment or sophisticated facility remodeling, but rather through entirely new ideas.

Hoshino revives run-down resorts by keeping old buildings intact and working with existing staff.
The process of helping employees, accustomed to doing what they are told in a strict hierarchy, to rebuild their own workplace is very impressive, and it also provides a different perspective and message to the cold-hearted world of management.
At a time when many resorts, unable to adapt to change, are disappearing along with the economic downturn, Hoshino Resorts' bold decision to separate operation and ownership is also noteworthy.

Hoshino Resorts' unique management methodology
Flat organization, multitasking, no-quota goals, and all-hands management

Hoshino Resorts, the trendiest yet traditional and full of creative ideas, has received positive responses for its unique concepts at each of its resort facilities across the country.
By bringing traditional festivals into the hotel or offering a buffet of local cuisine, guests can enjoy the unique charm of the region that cannot be experienced anywhere else. They also created services that broke long-standing stereotypes in the hotel industry, such as focusing on parents rather than children in the family resort concept.
Even clouds, moss, and icebergs are being developed into resort activity products and offered to guests.

The reason these various attempts are possible is because the marketing of Hoshino Resorts is not handled by the central planning team or marketing department, but by the employees directly responsible for customer service at the resort.
This was possible because we created an environment where on-site staff, who are best aware of the characteristics and strengths of each facility and what customers want, could happily come up with ideas and participate.
The employees here, who move by unit, directly discover and provide services for the charm of the hotel they work at in idea meetings called concept meetings or charm meetings.
By eliminating hierarchical ranks, a culture has been established in which even new employees can freely express their opinions.

Hoshino Resorts' philosophy and management innovations in the hospitality industry, which it consistently presents and convinces customers of, offer valuable insights into the hospitality industry, including its approach to staff collaboration, the value proposition of true relaxation, the fusion of tradition and modernity, synergy with local communities, and the leadership of new travel trends like microtourism and easy tourism.
Any organization in the hotel industry, or any other industry, can find inspiration and foresee future strategies through this book.