What does it take to transplant a centuries-old culture of hospitality into the heart of a tropical city-state? For Eric Shinichi, founder of Ikeda Group, the answer began with a personal longing — and ended with Singapore’s first authentic Japanese-inspired onsen spa.
Bringing Japan’s Soul to Singapore
Founded by Eric Shinichi, Ikeda Spa was born from a deeply personal connection to Japan’s countryside onsens and the sincerity of Japanese hospitality. After years travelling across Japan in search of ryokans and hot springs, Shinichi noticed something: while many Singaporeans were flying to Japan to experience that sense of calm, nobody had recreated it back home.
Returning to Singapore in 2009, he found a wellness market dominated by Balinese and European-inspired spas — but none rooted in Japanese tradition. Determined to bridge that gap, he visited more than 20 ryokans, meticulously studying every detail before launching the first authentic Japanese-inspired onsen spa in Singapore.
Translating Omotenashi Beyond Service
For Shinichi, the greatest challenge was never operations or competition — it was introducing the philosophy of omotenashi in Singapore. More than hospitality, omotenashi represents sincere care without hidden intention: anticipating a guest’s needs before they are ever spoken. Believing this differs fundamentally from transactional service cultures, he made it the foundation of Ikeda Spa’s identity.
Rather than focusing solely on technical skills, Ikeda Spa immerses staff in Japanese culture through tea ceremonies, workshops, and firsthand experiences in Japan. By resisting rapid expansion and prioritising consistency over scale, the company has cultivated strong customer loyalty and built a reputation grounded in trust and authenticity.
The Power of Saying No
Ikeda Spa’s identity has been shaped as much by what it refused to do as by what it embraced. The company chose larger, fewer treatment rooms instead of maximising capacity, refused to compromise on Japanese-sourced products, and avoided aggressive scaling despite strong demand.
Shinichi remains personally involved in hiring therapists and reviewing customer feedback, believing service integrity requires constant attention. In an industry often driven by promotions and expansion, Ikeda Spa (one of the most popular spa in Singapore) has instead focused on building lasting relationships with guests — many of whom have remained loyal for over a decade and now introduce the experience to family and friends.
A Doorway Back to Japan
Shinichi believes many guests visit Ikeda Spa searching for more than relaxation. For travellers who have fallen in love with Japan’s onsens, ryokans, and rituals, the spa offers a way to reconnect with those memories. Through sensory details such as hinoki wood, tea rituals, and carefully curated spaces, Ikeda Spa recreates the emotional feeling of being in Japan — offering guests a temporary escape from the pace of everyday life.
Embedding Omotenashi Into Operations
Rather than treating omotenashi as a branding concept, Shinichi embedded it directly into Ikeda Spa’s operations. Every therapist undergoes dedicated omotenashi training before performing treatments, while customer feedback is personally reviewed by Shinichi each month.
The company also prohibits upselling during treatments, preserving the treatment room as a space of uninterrupted peace. For Shinichi, authenticity in hospitality can only survive when it shapes everyday decisions — not just marketing language.
Betting on a Japanese Concept in Tropical Singapore
Before launching, Shinichi questioned whether the concept would resonate in a tropical climate known for year-round heat and humidity. He wondered why anyone would seek hot onsen baths in a country that already felt warm. He soon discovered that Singaporeans’ deep appreciation for Japanese culture far outweighed those concerns — validating his belief that there was genuine demand for authentic Japanese wellness experiences.
Choosing Integrity Over Expansion
Although Ikeda Spa experienced strong demand, Shinichi intentionally resisted aggressive expansion. He admits the decision came with sacrifices — especially while watching competitors rapidly open new outlets. Yet he believes the rewards have been far greater: a loyal team, deeply connected customers, and a brand that has preserved its original meaning since opening in 2009.
For Shinichi, protecting trust and consistency has always mattered more than chasing scale.
Building Brands Rooted in Personal Truth
Both Ikeda Spa and IREN Shizen — the group’s second brand — were inspired by deeply personal experiences. While Ikeda Spa emerged from Shinichi’s desire to recreate the peace he found in Japan, IREN Shizen was shaped by watching his wife struggle with hormone-induced eczema during IVF treatments.
Shinichi believes customers instinctively recognise when a brand is built from genuine lived experience rather than pure market opportunity — and that emotional truth becomes the foundation of lasting trust.
Expanding Without Losing the Soul
For Shinichi, international expansion would only happen under very specific conditions. Any future partner would need to understand that Ikeda Spa is fundamentally rooted in omotenashi — not simply spa treatments. Equally important would be a local team willing to embrace the same rituals, discipline, and standards without shortcuts.
Above all, Shinichi believes growth should remain a by-product of sharing meaningful experiences, not a pursuit driven solely by revenue.
Why Modern Consumers Crave Ritual
Shinichi believes the growing attraction toward rituals stems from the overwhelming pace of modern life. In a culture where people constantly multitask and even rest has become productive, rituals offer rare permission to slow down.
Experiences such as tea ceremonies, onsens, and silence resist efficiency and lose meaning when rushed. People are drawn to these rituals not because they are exotic, but because they provide relief from the relentless speed of everyday life.
Leadership Through Stillness
Outside business, Shinichi’s personal practices as a husband, father, and Buddhist practitioner deeply influence his leadership style. He begins each morning with chanting, describing it as a non-negotiable ritual that steadies his mind before the workday begins.
Over time, he has come to believe that effective leadership is less about constant innovation and more about emotional regulation. By remaining calm and grounded, he aims to create stability for both his team and the business.
Anchors Over Balance
Shinichi does not believe in the traditional idea of work-life balance. Instead, he holds to the concept of “anchors” — clear guiding principles that keep him aligned with what truly matters.
He believes the greatest challenge for founders often comes during periods of success, when attractive opportunities can easily pull a business away from its original purpose. By returning to his core values, he distinguishes meaningful opportunities from distractions that could compromise the company’s identity.
Measuring Legacy Through People
One of Shinichi’s proudest moments came during an industry workshop when another spa operator praised a former Ikeda Spa therapist as one of the best hires their company had ever made. For Shinichi, the compliment represented something deeper than awards or recognition — it affirmed that the values, discipline, and culture developed within Ikeda Spa were being carried forward by the people they trained.
He believes the true legacy of a service business is not its locations, but the lasting impact its people leave wherever they go.
Advice from Eric for Aspiring Entrepreneurs
Eric Shinichi, Founder of Ikeda Group
“Honestly, I don’t feel qualified to give advice yet. I am still in the middle of this, and anyone who says they have fully cracked it is probably lying.
But there is one piece of guidance that has carried me. It was never mine to keep.
My mentor is Daisaku Ikeda of Soka Gakkai. He said: When you feel you cannot do any more and need a break, that is the moment to challenge yourself to keep going for another five minutes. Those who persevere for even an extra five minutes are admirable. They will win in life.
That is engraved in my heart. Whenever things get genuinely hard, I tell myself, “Five more minutes.” Then another five. Then another. Most of the time, that is the actual difference between entrepreneurs who make it and ones who don’t. Not talent. Not capital. Not connections. The willingness to sit inside something uncomfortable for five more minutes than you wanted to.
The other thing — and I know it sounds cliché — is don’t give up. But please, don’t confuse perseverance with stubbornness. If something isn’t working, pivot. Pivot again. Pivot a third time. The point is to stay in the game long enough to find the version of the plan that works.
Good things don’t come easy. There is a quiet filter that separates the entrepreneurs who keep showing up from the ones who don’t. As long as you are still in it, still willing to pivot, still willing to give it five more minutes, you are already winning.”
— Eric Shinichi, Founder of Ikeda Group
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