When assessed by most metrics such as arrival numbers, accommodation occupancy rates, or revenue per visitor, the growth of inbound tourism in Japan both from 2012 and restarting post COVID has been a resounding success. However, when assessed at the local level a much more complex picture is presented, one ofstrained visitor infrastructure, uneven disbursement of attendant financial benefits, and decreasing quality of life incertain host localities, particularly along the heavily travelled so-called “Golden Route". This has come to be knownas "overtourism" in the national conversation. While cultural and heritage tourism can be a valuable source of needed funds and exposure for conservation or preservation projects as well as an economic growth vehicle, effective carrying capacity mitigation efforts also need to be in place to ensure the integrity of the site and surrounding community, thereby preserving the attraction’s appeal. One such strategy, known as demarketing, involves the de-emphasizing (re-direction) of visitor focus on a popular attraction in favour of a less well-known product, and can involve highlighting the alternative’s rarity or its appeal to a select market segment. Given the prominence Japanese traditional structures such as machiya (townhouses) or minka (farmhouses) play in tourism promotions, as well as their wide geographic distribution, strategies to more fully incorporate such built heritage into wider touristic objectives would be of mutual benefit to all stakeholders. The rehabilitation of extant built heritage has been shown in other markets to enhance consumer experiences, yield higher spend per customer, and increase overall satisfaction for both guests and host communities. With increasing number of repeat visitors seeking more “off the beaten path” experiential travel, leveraging these heritage assets may represent a pathway to a more sustainable tourism growth model.