Kua & Hotel, Operator of Health Land, Featured in White Paper on Small and Medium Enterprises as a Case Study of Management Reform Achieving 21% Productivity Improvement
Key facts
- Kua & Hotel, Operator of Health Land, Featured in White Paper on Small and Medium Enterprises as a Case Study of Management Reform Achieving 21% Productivity Improvement
- Kua & Hotel Co., Ltd. has been featured in the 2026 edition of the White Paper on Small and Medium Enterprises as a case study of a company that achieved significant productivity improvement through post-M&A management reform. The company achieved a 21% increase in value-added labor productivity and a 100% paid leave utilization rate, serving as a model for balancing productivity and work comfort in regional service industries.
- Source: PR Times
- Date: June 4, 2026
Direct answer
Kua & Hotel Co., Ltd. has been featured in the 2026 edition of the White Paper on Small and Medium Enterprises as a case study of a company that achieved significant productivity improvement through post-M&A management reform. The company achieved a 21% increase in value-added labor productivity and a 100% paid leave utilization rate, serving as a model for balancing productivity and work comfort in regional service industries.
- Citation
- Kua & Hotel, Operator of Health Land, Featured in White Paper on Small and Medium Enterprises as a Case Study of Management Reform Achieving 21% Productivity Improvement (June 4, 2026), PR Times
- Source
- PR Times
- Date
- June 4, 2026
Kua & Hotel Co., Ltd. has been featured in the 2026 edition of the White Paper on Small and Medium Enterprises as a case study of a company that achieved significant productivity improvement through post-M&A management reform. The company achieved a 21% increase in value-added labor productivity and a 100% paid leave utilization rate, serving as a model for balancing productivity and work comfort in regional service industries.
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- 📰 Published: June 4, 2026 at 00:10
- 🔍 Collected: June 3, 2026 at 15:20
- 🤖 AI Analyzed: June 7, 2026 at 00:41 (81h 21m after Collected)
Mitsumori Chuu, Advisor (former President, left) and Sho Tanaka, President (right). Balancing cultural inheritance and management reform after M&A business succession.
Through post-M&A management reform, the company achieved a 21% increase in value-added labor productivity, a 100% paid leave utilization rate, and an annual wage increase of approximately 7.5%.
Kua & Hotel Co., Ltd. (Headquarters: Kofu City, Yamanashi Prefecture; President: Sho Tanaka) has been featured in the 2026 edition of the White Paper on Small and Medium Enterprises published by the Small and Medium Enterprise Agency as a company that achieved significant productivity improvement through management reform after M&A business succession.
The white paper introduces the management reforms the company has been implementing since its M&A business succession as a case study of productivity improvement in the regional service industry. Specifically, it highlights initiatives that simultaneously achieved increased value-added and reduced working hours through business visualization, self-service and labor-saving investments, promotion of workplace improvements, creation of a comfortable work environment, and wage increases.
Productivity improvement and work comfort can coexist even in regional service industries.
In recent years, regional service industries have faced various management challenges such as labor shortages, rising labor costs, and heavy capital investment burdens. In this environment, the company has been working on management reforms for sustainable growth while preserving its culture of valuing customers and employees.
After the business succession, the company set value-added labor productivity as a key management indicator. It is promoting workplace improvements and growth investments based on whether they contribute to long-term corporate value enhancement, not just short-term sales expansion.
Furthermore, by reinvesting the resources generated from productivity improvements into further growth investments and wage increases for employees, the company aims to achieve both sustainable business growth and a comfortable work environment.
Post-M&A management reform achieved a 21% increase in value-added labor productivity.
The white paper introduces the company's initiatives that simultaneously pursued increased value-added and reduced working hours.
To increase value-added, the company implemented a pricing system based on occupancy rates and demand, strengthened corporate sales, enhanced tourist information services, and expanded and renovated saunas, co-working spaces, and capsule rooms.
To reduce working hours, the company visualized department-specific work hours and promoted the review of inefficient work processes. It advanced labor-saving and operational efficiency through improvements in bathroom cleaning processes, introduction of self-ordering systems for food and beverages, and self-checkout registers at shops.
As a result of these efforts, the company's value-added labor productivity improved by 21% over one and a half years. The introduction of the self-ordering system led to a reduction of approximately 10,000 working hours per year.
Sauna
Co-working space
Self-ordering for food and beverages
Self-checkout register at shop
Achieved 100% paid leave utilization rate and annual wage increase of approximately 7.5%.
The results of productivity improvement have also contributed to employee work comfort.
The company has been working to reduce employee burden through operational efficiency and to create a comfortable work environment. As a result, the paid leave utilization rate, which was previously around 50%, has recently reached 100%.
Additionally, as part of efforts to return the benefits of productivity improvement to employees, the company has achieved an annual wage increase of approximately 7.5%. The turnover rate is also on a downward trend, contributing to improved employee satisfaction.
Fostering a culture of workplace improvement proposals, transforming into an organization where employees think proactively.
In promoting management reform, the company values its long-standing culture of caring for customers, caring for employees, and mutual support among employees.
At the same time, it is working to foster a culture of challenging new things and an organizational climate where it is easy to express one's opinions. Within the company, everyone is addressed with the honorific "san" regardless of position, and efforts are being made to create a workplace where management and employees can discuss issues and improvement measures on a flat footing.
By accumulating small improvement proposals that arise in daily operations, the organization is transforming into one where each employee thinks proactively and realizes better service and working styles.
Maximizing the joy of customers and employees, aiming to become "the place where joy gathers most in the region."
Going forward, as a service company rooted in the region, the company will continue to work on improving value-added labor productivity and aim for sustainable growth.
Furthermore, by maximizing the joy of customers and employees, the company will advance the improvement of service quality and the creation of a comfortable work environment towards realizing its corporate vision of becoming "the place where joy gathers most in the region."
Aiming to become "the place where joy gathers most in the region," working to improve service quality and work comfort.
Related Links
Small and Medium Enterprise Agency "2026 White Paper on Small and Medium Enterprises" featured article
"A company that achieved significant productivity improvement through management reform after M&A business succession"
URL: https://www.chusho.meti.go.jp/pamflet/hakusyo/index.html
Company Overview
Company Name: Kua & Hotel Co., Ltd.
Headquarters: 2-21-1 Marunouchi, Kofu City, Yamanashi Prefecture
President: Sho Tanaka
Business: Management of health lands and hotels
Operating Areas: Yamanashi Prefecture, Nagano Prefecture, Shizuoka Prefecture
Established: October 1979
Kua & Hotel Official Website: https://www.kur-hotel.co.jp/
Through post-M&A management reform, the company achieved a 21% increase in value-added labor productivity, a 100% paid leave utilization rate, and an annual wage increase of approximately 7.5%.
Kua & Hotel Co., Ltd. (Headquarters: Kofu City, Yamanashi Prefecture; President: Sho Tanaka) has been featured in the 2026 edition of the White Paper on Small and Medium Enterprises published by the Small and Medium Enterprise Agency as a company that achieved significant productivity improvement through management reform after M&A business succession.
The white paper introduces the management reforms the company has been implementing since its M&A business succession as a case study of productivity improvement in the regional service industry. Specifically, it highlights initiatives that simultaneously achieved increased value-added and reduced working hours through business visualization, self-service and labor-saving investments, promotion of workplace improvements, creation of a comfortable work environment, and wage increases.
Productivity improvement and work comfort can coexist even in regional service industries.
In recent years, regional service industries have faced various management challenges such as labor shortages, rising labor costs, and heavy capital investment burdens. In this environment, the company has been working on management reforms for sustainable growth while preserving its culture of valuing customers and employees.
After the business succession, the company set value-added labor productivity as a key management indicator. It is promoting workplace improvements and growth investments based on whether they contribute to long-term corporate value enhancement, not just short-term sales expansion.
Furthermore, by reinvesting the resources generated from productivity improvements into further growth investments and wage increases for employees, the company aims to achieve both sustainable business growth and a comfortable work environment.
Post-M&A management reform achieved a 21% increase in value-added labor productivity.
The white paper introduces the company's initiatives that simultaneously pursued increased value-added and reduced working hours.
To increase value-added, the company implemented a pricing system based on occupancy rates and demand, strengthened corporate sales, enhanced tourist information services, and expanded and renovated saunas, co-working spaces, and capsule rooms.
To reduce working hours, the company visualized department-specific work hours and promoted the review of inefficient work processes. It advanced labor-saving and operational efficiency through improvements in bathroom cleaning processes, introduction of self-ordering systems for food and beverages, and self-checkout registers at shops.
As a result of these efforts, the company's value-added labor productivity improved by 21% over one and a half years. The introduction of the self-ordering system led to a reduction of approximately 10,000 working hours per year.
Sauna
Co-working space
Self-ordering for food and beverages
Self-checkout register at shop
Achieved 100% paid leave utilization rate and annual wage increase of approximately 7.5%.
The results of productivity improvement have also contributed to employee work comfort.
The company has been working to reduce employee burden through operational efficiency and to create a comfortable work environment. As a result, the paid leave utilization rate, which was previously around 50%, has recently reached 100%.
Additionally, as part of efforts to return the benefits of productivity improvement to employees, the company has achieved an annual wage increase of approximately 7.5%. The turnover rate is also on a downward trend, contributing to improved employee satisfaction.
Fostering a culture of workplace improvement proposals, transforming into an organization where employees think proactively.
In promoting management reform, the company values its long-standing culture of caring for customers, caring for employees, and mutual support among employees.
At the same time, it is working to foster a culture of challenging new things and an organizational climate where it is easy to express one's opinions. Within the company, everyone is addressed with the honorific "san" regardless of position, and efforts are being made to create a workplace where management and employees can discuss issues and improvement measures on a flat footing.
By accumulating small improvement proposals that arise in daily operations, the organization is transforming into one where each employee thinks proactively and realizes better service and working styles.
Maximizing the joy of customers and employees, aiming to become "the place where joy gathers most in the region."
Going forward, as a service company rooted in the region, the company will continue to work on improving value-added labor productivity and aim for sustainable growth.
Furthermore, by maximizing the joy of customers and employees, the company will advance the improvement of service quality and the creation of a comfortable work environment towards realizing its corporate vision of becoming "the place where joy gathers most in the region."
Aiming to become "the place where joy gathers most in the region," working to improve service quality and work comfort.
Related Links
Small and Medium Enterprise Agency "2026 White Paper on Small and Medium Enterprises" featured article
"A company that achieved significant productivity improvement through management reform after M&A business succession"
URL: https://www.chusho.meti.go.jp/pamflet/hakusyo/index.html
Company Overview
Company Name: Kua & Hotel Co., Ltd.
Headquarters: 2-21-1 Marunouchi, Kofu City, Yamanashi Prefecture
President: Sho Tanaka
Business: Management of health lands and hotels
Operating Areas: Yamanashi Prefecture, Nagano Prefecture, Shizuoka Prefecture
Established: October 1979
Kua & Hotel Official Website: https://www.kur-hotel.co.jp/
FAQ
Where is Kua & Hotel headquartered?
Its headquarters is at 2-21-1 Marunouchi, Kofu City, Yamanashi Prefecture.
What is the White Paper on Small and Medium Enterprises?
It is an annual government publication by the SME Agency summarizing the status and policies for SMEs.
What were the main productivity improvement measures?
Business visualization, introduction of self-ordering and self-checkout, bathroom cleaning process improvement, and sauna expansion.