Resort Glamping.com
For Glamping Reservations of Japan(Mt.Fuji, Awaji Island, Beppu, Tottori, Izu, Kyoto, Osaka, Hokkaido, Kyushu etc.)
Resort Glamping.com
For Glamping Reservations of Japan(Mt.Fuji, Awaji Island, Beppu, Tottori, Izu, Kyoto, Osaka, Hokkaido, Kyushu etc.)
Thank you for visiting the website of Booking Resort Co., Ltd., which provides glamping specialist consulting and customer attraction support services.
The number of business operators who are interested in the glamping business, which is expanding even during the coronavirus pandemic, is rapidly increasing.The number of consultations to our company has increased considerably since 2020, so we would like to introduce you to the characteristics of our consulting service.
| procedure | Glamping consulting content |
|---|---|
| STEP1 | Hearing regarding the current situation ・Background of entering the glamping business ・Security status of glamping land ・Thoughts on business budget (hearing) |
| STEP2 | Location diagnosis ・Confirmation and countermeasures for various laws and regulations (city planning law, development regulations, fire regulations, etc.) ・Investigation of commercial area population and competitive facilities ・Estimation of development construction budget (prior consultation with administrative agencies) |
| STEP3 | Glamping facility planning ・Concept planning ・Creating rough drawings ・Presentation of investment and income and expenditure simulations |
| STEP4 | Glamping facility development work ・Support regarding development permit application (only if necessary) ・Support for obtaining estimates for construction work, etc. ・Support for reducing facility development costs |
| STEP5 | Preparation and operation of glamping facilities ・Presentation of purchase equipment list and budget ・Planning and production of reservation site ・Implementation of opening announcement and activities to obtain TV and magazine coverage |
| STEP6 | Establishment of facility management operation system ・Support regarding meal plans and meal delivery methods ・Support regarding reservation reception and payment operations ・Selection and introduction of linen suppliers and credit card payment companies (as necessary) |
| STEP7 | Management of glamping facilities ・WEB marketing, advertising implementation ・Support for attracting group and corporate customers ・Planning and advice on measures to attract customers during winter and weekdays |
The features (good points) of the glamping business are summarized below.
Glamping is a business that is ideally located near major cities, but it is possible to expand the commercial area depending on the concept of the facility, and it is a business that can help revitalize the region.
In addition, compared to hotels and inns, the investment amount is small and the business has a high capital turnover rate.
“Utilization of idle space on hotel premises”
A complex of hotel and day trip hot spring facilities
Facility development of 8 dome tents, planning of meal plans, provision of meal kits, online customer attraction, acquisition of TV coverage, etc.
Recorded occupancy rate of 2020% from opening in August 8 until December
The consultation we received from Company A, our initial client business, was, ``The hotel we operate has a large area of idle land, and we would like to consider a new business that would cover the operating costs of the hotel. I would like some ideas that can be effectively used for this purpose.''
Furthermore, at the time we received the consulting request, the hotel was in a very difficult financial situation, and there were restrictions on large-scale investments.
The hotel's location itself is convenient for access from major cities, and the hotel's strengths include a great view from the facility.In addition, the hotel operates a day-trip hot spring facility attached to the hotel, and the quality of the hot springs has been highly rated, and has been highly rated by regular elderly local customers.
The view from the parking lot of the day-trip hot spring facility was particularly good.Therefore, we secured a parking lot for the hot spring facility in a different location and proposed a dome tent-shaped glamping facility in that location. Initially, the president of Company A said, ``The parking lot will be far away from the building where the hot spring is located, so I was worried that our reputation would suffer.'' However, we did not agree with the idea of adding a highly profitable glamping facility. We informed them that the overall income and expenditure of the facility would be significantly improved, and that we expected an increase in the number of hot spring users, and the order was given to begin the glamping business.
In order to increase the profitability of the glamping business, we asked the existing hotel staff to take on additional duties such as check-in/check-out reception duties and guest room tent cleaning duties.
Although we expected there to be some opposition, the hotel staff had a deep understanding of the company's situation, and we decided to cooperate and move forward with the project toward opening the glamping facility. .
As we proceeded with the development of the glamping facility, the restaurant of the hotel at the time was closed, and the issue of providing glamping meals and menu development emerged as an issue.
Therefore, we sought to resolve the issue by asking a business operator with close ties to Booking Resort Co., Ltd. to develop menus and provide meals.In order not to reduce the profitability of glamping, we have overcome the challenges of providing meals by outsourcing the elaborate preparations, and by purchasing menu items in-house that allow us to provide raw ingredients that do not require processing. did.
The president and other hotel managers had a high degree of autonomy, and they toured our precedent facilities many times, quickly gaining an understanding of our approach to winter preparation and know-how in building facilities.
The grand opening of the glamping facility in the summer of 2020 has been very successful, and the occupancy rate from August to December has reached an astonishing 8%.In addition, the average monthly sales per dome tent has remained at around 12 million yen, achieving profits that significantly exceeded the initial plan.
In addition, taking advantage of convenient access from urban areas, we have achieved results by operating shuttle buses from major stations, and even during the off-season from January to March, we are able to capture demand from students and young people who do not own their own cars, resulting in high profits. The company continues to operate in a strong manner.
Furthermore, through our public relations activities, we were able to receive free coverage from TV stations multiple times, which has greatly increased the visibility of the facility, making it a popular glamping facility that is hard to book even after spring 2021.
"Strengthening the facility's ability to attract customers and improving the balance of income and expenditure"
A complex of a trailer hotel, day-trip hot spring facility, and restaurant.
Addition of two dome tents, meal plan planning support, entire facility renewal support, online customer attraction
Since opening in November 2020, sales have increased by more than 11% compared to the previous year
Company B operated a hotel using five trailers.Despite the hotel's excellent location along the coast, they felt a sense of crisis as the average guest price and occupancy rate were sluggish.
President B visited an exhibition in Tokyo where our company was exhibiting a booth as part of our glamping production business, and he asked us on the spot if we could renovate it into a glamping facility, and that's how we started working together. has started.
When we interviewed President B about the status of the existing facilities, we learned that the ADR (room price per room) for trailers is sometimes below 1 yen, and even in August, the busy season, sales per trailer are around 8 yen. That was it.Sales were below what had been planned before the facility opened, and the lack of customers showed that the hot spring facility was in a similar situation and was not making full use of its strengths.
Initially, President B was considering completely removing the trailers, but he informed them that a complete renewal of the facility would be too risky, so he decided to install two dome tents in the empty space without making a large investment. We proposed improving the atmosphere of the facility through planting work, etc., and changing the name of the facility to promote its image as a newly opened glamping facility.
After that, we were able to utilize a grant for disaster recovery caused by the typhoon that occurred the previous year, and although there were many twists and turns, we were able to reopen in November 2020.
After the facility renovation, with the tailwind of the GOTO campaign, sales increased more than five times compared to the previous year, and the facility's overall income and expenditure improved significantly.
Company B has always been a company with strong food and beverage service capabilities, and as sales with meal plans increased in particular, the average spend per customer more than tripled compared to before the renovation, which had a major impact on improving business performance.
The facility has regained its vitality and is now in a position to consider positive investment, and Company B is currently working on developing a second glamping facility.
List of know-how for attracting customers and off-season measures
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