Characteristics of Japanese Culture

When you hear the phrase Japanese culture, what comes to mind?

Japanese culture encompasses an extraordinary range of fields, including ceramics, wood carving, lacquerware, dyeing, ikebana, and the tea ceremony.
I myself am still in the process of learning—there are areas I know well and others I am only beginning to understand—so I do not claim to speak with authority. That said, if we were to broadly organize the characteristics of Japanese culture, the following points stand out.

Precision: A deep commitment to detail and the careful transmission of techniques.
Attentiveness: A culture that values formality, etiquette, and the time required to do things properly.
Harmony with nature: Respect for the changing seasons and coexistence with the natural world.
History: A long tradition of systematically preserving and passing down performing arts and crafts.
Emphasis on spirituality: An appreciation not only of form, but also of mindset and inner values.
The spirit of harmony (wa): A philosophy that prioritizes balance and cooperation.

In addition to these characteristics, Japanese culture is distinguished by its exceptionally long and continuous history. Compared to many other countries, Japan has sustained numerous cultural practices over remarkably long periods. Over time, new elements have been layered onto these traditions, creating a rich complexity of meanings and expressions.

I believe it is precisely this intricate accumulation of history—this interweaving of old and new—that constitutes the true appeal of Japanese culture and one of the reasons it continues to attract strong global attention.

People Involved in Japanese Culture and My Position

Today, amid growing global interest in Japanese culture, a wide range of players and stakeholders surround it:

Local governments and tourism associations seeking to use culture for regional revitalization
Brands and companies collaborating with Japanese culture
Corporations that support cultural organizations and cultural businesses
Consultants and advisors who promote the commercialization and monetization of culture
And, at the core, artists and craftspeople engaged directly in creation and expression

I originally worked as a business producer in the media industry, where I was involved in producing traditional culture events and supporting local governments. However, I chose to leave that position and become a freelancer.

Now, I position myself as a “good friend” to artists and craftspeople who weave culture forward. From this standpoint, I challenge the question: how can Japanese culture be expanded in a way that creates both economic value and cultural integrity?

I listen to my friends’ stories, experiment with building new platforms, propose exhibitions and collaborations, and even go out and try to sell products myself. That is the kind of work I am doing today.

The Economic Scale and Current State of Japanese Cultural Industries

Japan’s traditional crafts industry experienced significant growth during the period of high economic expansion, reaching a production value of 540 billion yen in 1983. Since then, however, it has steadily declined. By fiscal year 2022, production had fallen to approximately 105 billion yen—about one-fifth of its peak.

The number of craftspeople has also decreased dramatically, from around 288,000 in 1979 to roughly 48,000 in 2022, representing just 17% of its former scale.

At the same time, recent years have seen a rapid recovery in inbound tourism following the COVID-19 pandemic, accompanied by rising interest in crafts among affluent consumers and growing overseas demand. In response, new efforts to create businesses leveraging cultural assets have begun to emerge.

Commercialization Trends and Communication Gaps

Japan’s ranking as number one in the Nation Brands Index symbolizes the growing number of people worldwide who recognize the value of Japanese culture.

Against this backdrop, collaborations between companies, brands, and Japanese cultural practices are increasing. Many businesses now incorporate the sincerity and craftsmanship of Japanese culture into their corporate messaging. Cultural communities are also forming one after another, while companies expand their investment and participation in cultural initiatives.

However, close observation of these initiatives reveals frequent misalignment between cultural practitioners and business players.

When major brands, corporations, or consulting firms approach craftspeople with collaboration proposals, it is not uncommon for the latter to withdraw from communication altogether. Many individuals engaged in cultural work have historically maintained a certain distance from economic rationality. As a result, even when business actors approach them, they may refrain from fully expressing their views, leading to superficial collaborations in which they merely “lend their name.”

While there are certainly individuals who approach these relationships with respect and care, the gap is often not fully bridged. A sense of distance between cultural practitioners and business players remains.

I believe this stems from a structural difference: the logic of short-term profit fundamentally conflicts with the cultural logic of nurturing value over time.

“No First-Time Customers”

In conversations with artists and craftspeople, one phrase comes up repeatedly:
“I didn’t choose this path to make money.”

For them, profit is not necessarily the highest priority.

When I spoke with the COO of a traditional Kyoto cultural enterprise with over 500 years of history, I asked about their management strategy. His response left a strong impression:

“Because we have continued for so long, I don’t think we would collapse unless something truly extraordinary happened. What we think about is how to pass this on to the next generation—that’s all.”

When I asked further about management philosophy, he mentioned Kyoto’s tradition of “Ichigensan okotowari”—no first-time customers.

This concept reflects the belief that cultural value is maximized not by chasing immediate profit, but by taking time to build long-term relationships with people who truly understand and respect that value.

This mindset, which cannot be derived from conventional business logic alone, deeply resonated with me as a core principle unique to cultural enterprises.

The “Active Participants” Necessary for Cultural Commercialization

Finally, I would like to share my conclusion regarding what I call the active participants.

I do not see myself as someone who “supports” artists and craftspeople. Rather, I engage with them as a friend—though even calling myself a friend feels somewhat disingenuous. Still, by adopting this stance, I have been able to hear stories that would never surface through the lenses of media or institutional support.

As I continue learning more about culture, I feel genuine excitement about the discoveries that still lie ahead.

My hypothesis for maximizing the value of Japanese culture is this:
Many artists and craftspeople are not seeking business-oriented supporters—particularly corporate “flag-bearers” or vision-driven advisors.

From a short-term profit perspective, this reluctance is understandable. Without a fundamental shift in perspective, true mutual understanding is difficult to achieve.

What I heard repeatedly from Kyoto-based cultural businesses is that, throughout history, culture was sustained not by distant supporters but by people who truly understood it, used it, and helped spread its value through direct engagement.

Today, such people are overwhelmingly scarce.

I refer to these individuals as active participants. Through ongoing dialogue, I have come to believe that this active population is the key to enhancing cultural value in the future. And that belief is what drives me to continue this journey of exploration and practice.

Characteristics of Japanese Culture