Service Design lessons from Isetan’s Omotenashi (hospitality)

In search of answers to my question ‘Why is Japanese service so good?’ I joined the Kanagawa University library. After getting off the train, I look for a young person with a backpack, trail behind them up the hill, through the windy streets, and trust that I’ll eventually arrive at the red brick library. I then connect the phone charger, rotate the book 90 degrees, and proceed with this awkward arrangement to read with my dear friend Google Lens. I hope to share with you some learnings that catch my attention. This one is about tidbits from the book Isetan’s Omotenashi by Ryuichi Kunitomo (2008).

Note: Isetan is mainly a departmental store with clothes, suits, bags, and other items, not just food as seen here.

Lesson 1: Great service is cultivated by a dedication to self improvement

This book’s sentiment can be summed up by the author’s foreword:

“This book focuses on the theme of hospitality, but it is not a book about manners or etiquette.” “We would be extremely happy if this helps you grow as a person.”

This book explained that good service stems from your ability to cultivate your personal sensitivity, awareness, thoughtfulness, and self control. Immediately, I thought of martial arts. I came away with the impression that Japanese omotenashi (hospitality) comes from a place of discipline, dedication, and well grounded principles which I personally find quite impressive.

I was surprised to find such philosophical wisdom in a departmental store’s service manual! For example:

“With just a little effort and consideration, you can live a happy and fulfilling life. The challenges you face along the way are opportunities for growth.” (p.85)

Lesson 2: Every customer interaction is an opportunity to grow

Because every customer interaction is seen as an opportunity to grow, Japanese often express gratitude towards customers. They often thank you for coming into their store (in the book, the rationale is that, you should be grateful that the customer took the time to even consider your store out of the competitors). In Japan I’ve been thanked for many unexpected things, like trying something at a shop (even if I didn’t buy it), taking freebies, visiting an information booth. In these situations I feel I am the one indebted, but now I wonder if they are expressing their gratitude with this omotenashi mindset.

Lesson 3: Conversation can be enjoyable, productive, and efficient all at the same time

There is a section in the book about how to make conversation, not just small talk. Asking good questions allows you to tailor solutions, but of course you want to avoid interviewing the customer. The goal is to understand the customer and their needs while enjoying a conversation.

For example, if someone enters the shoe department and says they want something so their feet don’t feel tired, instead of immediately going to find the most cushioned pair of shoes, you could ask “What type of shoes have you bought in the past that have caused you to feel tired?”. This type of conversation opens up the chance to learn about the customer, their experiences, and flows well to surface further meaningful insights.

I love that there is emphasis on encouraging staff to have an enjoyable conversation, yet also remember that they are there to understand the customer’s needs and do it efficiently and effectively.

Lesson 4: “Make product suggestions that enhance the customer’s appeal” (p.92)

‘Bringing out the best in the customer’ is a core goal taught to sales staff. The example given was - when working in the suit department, one can try to find out ‘in what situations do they wear suits?’.

“It’s about creating a lifestyle that suits the customer and brings out their charm.” (p.99)

Wow, again I was impressed at the altruistic motivation behind this. And I can testify to the seeming lack of importance of ‘winning a sale’. In some countries, you can definitely feel the pressure to buy, and the disappointment by the sales staff when you don’t. But this is (at least in my experience) rare in Japan. They are not desperate for the sale, nor are they afraid to point you to a competitor who could better meet your needs. The satisfaction described in the book comes from being able to serve your customer well and do what’s best for them (I am not sure how sales commission works in Japan).

Lesson 5: Be sensitive with your timing and the ‘state’ of customers

There is a section on ‘waiting for the right signal’. Besides some great suggestions on how to read your customers’ body language and anticipate their needs, was this nice perspective on refraining from serving customers until you’re needed (p.14). The author explained that sometimes people just want to be ‘passers-by’ first before they become ‘customers’, and if you don’t allow them that freedom and space, it makes them feel uncomfortable (p.117).

I’ve never thought about this transition between a ‘passer-by’ and a ‘customer’. I think it’s an interesting and important detail and we could be more mindful of this when plotting Customer Journey Maps.

Final thoughts

There is definitely a unique element to Japanese deep seeded hospitality (omotenashi) that makes it give rise to a different output (service experience) to what our formal Service Design and Experience Design practices would lead to.

Generally in formal design frameworks, we are good at being methodical and thorough in mapping the flows and processes needed to deliver a smooth service, and create well thought out design manifestos based on the type of experience we want to deliver. These design processes are excellent at finding new ways to delight our customers and create novel experiences. What’s missing perhaps, is the focus on 1) Designing for the server/staff (to feel satisfaction), and 2) The sensitivity to tailor service at a human level.

Combining both omotenashi and formal Service and Experience design would be a powerful combo; injecting a spirit of servanthood into the design process as we ideate (to innovate from a new perspective), and also into the service and experience outputs (including the staff experience and training).