I. Market Overview
- Domestic **non-hotel accommodations (pensions, pool villas, villa-type resorts)** are rapidly expanding in supply, driven by local tourism demand and demand for social media experiences.
- The demand for consignment operation (Management Franchise) is rapidly increasing due to the burden of personnel, marketing, cleaning, and settlement of self-operation .
- 2025 Trends: Pool villas (increased guest price) , experiential facilities (seasonal operation of spas/BBQ/sledding/swimming pools) , dual channels of OTA and private malls .
II. Market Structure and Customer Segments
Subject | Needs | Key Indicators |
|---|---|---|
| Owner (individual/corporation) | Minimize vacancy and review risks, and secure stable consignment returns. | OCC, RevPAR, Net Payout |
| Consignment franchise headquarters | Rapid franchise expansion and brand standardization | Number of contracted rooms, brand NPS |
| Operating agency (on-site) | Housekeeping and facility management efficiency | Turnover time, CS SLA |
| Investor/REIT | Regional diversification and IRR stability | Stable profit distribution and risk indicators |
| Local government/DMO | Increase local stay and consumption | Length of stay, regional products |
Ⅲ. Operating Model (3-tier consignment franchise)
step | Contract/Role | point |
|---|---|---|
| 1️⃣ Brand Consignment Agreement | Owner ↔ Headquarters | Brand Usage/Operation Manual/QA/Marketing |
| 2️⃣ Operation agency contract | Headquarters ↔ Operating Company | Reservations, Front Desk, Housekeeping, Facility Management |
| 3️⃣ Profit Distribution | Owner:HQ:Operator ≈ 5:3:2 | Performance Bonus (RevPAR·Review) Linkage |
Ⅳ. Supply Chain/Partner Network
field | Key Partners (Examples) | role |
|---|---|---|
| PMS/Channel | ONDA, SiteMinder, Agoda Cloud | OTA integration, inventory/price optimization |
| Housekeeping | Local service/own team | Standardization of cleaning, linen, and consumables |
| Facilities/Safety | Sanitation, water treatment, electricity/gas companies | Swimming pool, heating, and fire inspection |
| F&B/Activities | Local food and experience businesses | Additional Sales Package |
| IT/AI | Yes. K-Stay Engine | OCC·ADR·RevPAR Forecast/Variable Price |
V. Profit Model (Pension-type Specialization)
item | detail | note |
|---|---|---|
| Headquarters revenue | Brand usage fee (3-5% of sales), marketing/system fee | Listings, Advertising, and Branding |
| Operating company revenue | Commission (10-12% of sales), performance bonus | Cleaning, check-in, customer service |
| Owner's income | Net profit 50-65% | Considering seasonal variability |
| Additional sales | BBQ/Breakfast/Activities/Baby Supplies/Pick-up | RevPAS (room + value-added) oriented |
Ⅵ. Technology and Operational Innovation (Pension-type To-Do)
- Dynamic Pricing : Real-time rates reflecting weekdays, weekends, holidays, weather, and events.
- Frameless Check-in : Contactless kiosk/smart lock + AML/security authentication.
- Turnover Optimization : Housekeeping Routing, Linen IoT, 90→60 Minute Goal.
- Review/Claim AI : Odor, noise, and cleanliness keyword risk alarms → 24-hour resolution.
- Pool/Spa Season Operation Routine : Data on water quality and heat source costs, supplementing the off-season with **winter experiences (sledding, hot water spa)**.
Ⅶ. Peak/Off-Season Demand Curve & Response
division | Peak season (July-August, December-February) | traction factors | Off-season (March-June, September-November) | Complementary strategies |
|---|---|---|---|---|
| OCC | 80~95% | Vacation/Holiday/Ski/Hot Spring Spa | 35~55% | Subscription, long-term stay, and corporate workation |
| ADR | ↑ | Pool Villa/Exclusive View/Spa Premium | ↓ | Package (Breakfast, BBQ, Activities) |
| RevPAR | peak | Family/gathering demand | change | Local Festival/Experience Collaboration |
Ⅷ. Investment and Profitability (Assuming Franchise/Consignment Pilot)
item | Number (range) | memo |
|---|---|---|
| Contract deposit (per room) | ₩800,000 ~ ₩1,200,000 | Depending on size and region |
| Annual average OCC | 55~75% | Pool villas and attractions nearby ↑ |
| ADR | ₩180,000 ~ ₩420,000 | Room type/facilities |
| RevPAR | ₩110,000 ~ ₩260,000 | Impact on package and additional sales |
| Net Profit Margin (Owner) | 18~28% | Energy and cleaning efficiency |
| Payback period | 24~36 months | Shortening the standardization and branding maturity |
Ⅸ. ESG/Sustainable Management Checklist
- Energy : Reduce energy costs by 10-18% through improvements to boilers, heat pumps, solar power, and insulation.
- Water quality/detergent : Eco-friendly detergent/circulation filtration, water quality sensor logging.
- Waste : Amenity replacement (refill stations), reduction of single-use.
- Local coexistence : Linking local food ingredients and experiences, and hiring young people and seniors.
- Safety : Fire, carbon monoxide, and fine dust sensing alarms, and seasonal inspections of outdoor facilities.
Ⅹ. Risk & Response Strategies
risk | influence | react |
|---|---|---|
| Seasonal variability | Cash flow uncertainty | Subscription, long-term stay, and corporate workation sales |
| Cleaning and linen quality | Reviews decline → No-shows/cancellations increase | Checklist, Photo Review, SLA, Bonus/Penalty |
| Noise/Party | Complaints/penalty points → Sales restrictions | House rules, security deposit, pre-verification, noise sensor |
| Energy costs | Cost increase | Heat pumps, smart temperature control, and passive improvements |
| OTA fees | Margin pressure | Conversion to company malls, subscriptions, and CRMs, increasing package ARPU |
Ⅺ. AI Prediction Loop ('25~'26)
characteristic | Δ(prediction) | analysis |
|---|---|---|
| domestic demand | +8~12% | Short-distance travel/family/gathering demand |
| Pool Villa ADR Premium | +10~15% | Privacy/experience preference |
| Proportion of own mall | +7~10%p | Subscription/CRM accrual integration |
| Energy efficiency | +8~12% | Routine equipment replacement and operation |
| Review Score (★) | +0.2~0.3 | Improved cleanliness, noise, and check-in |
Ⅻ. Conclusion and Implications
The turning point of the pension consignment franchise is standardization (housekeeping/check-in) + data-driven fee strategy .
Pool villas and experiential concepts are key levers for boosting ADR and RevPAR. Winter experiences are essential for off-season defense.
We need to reduce our dependence on OTAs and secure **repeat demand (return visits/memberships)** through our own online store, subscriptions, and CRM .
By embedding ESG and safety standards into your brand promise, your Trust Index/NPS will steadily improve.
One-line summary:
Pension/pool villa consignment franchises with **“standardized operation + dynamic pricing + experiential products + ESG”** will lead the simultaneous improvement of OCC and RevPAR
in 2025-2026 .
