Increasing Spend per Customer Through Service Improvements and Menu Revisions
First written in FY2016-Q3. 12 of 24 entries say "Advanced", first in FY2018-Q1. Latest entry: FY2025-H1.
The whole theme swung hardest in 2020: 1 of 8 companies on the "Worse" side.
6 other companies' latest entry also says "Restated".
- FY2025-H1RestatedAnnual report
「The average revenue per customer, one of our group's key performance indicators, increased from the previous year because lift-ticket prices were raised across all of the group's ski resorts. Ancillary revenue also reached a record high as we continued efforts to increase the value of ski-resort services, including ongoing improvements to food and beverage menus, collaborations with well-known restaurants, and S-Class, which provides access to dedicated lounges and other amenities.」
The company continued lift-ticket price increases, improvements to food and beverage menus, collaborations with well-known restaurants, and higher-value services such as S-Class, reaffirming that average revenue per customer remains at a record-high level. - FY2024AdvancedAnnual report
「The average revenue per customer, one of our group's key performance indicators, increased from the previous year because lift-ticket prices were raised across all of the group's ski resorts. Ancillary revenue also reached a record high as we continued efforts to increase the value of ski-resort services, including ongoing improvements to food and beverage menus, collaborations with well-known restaurants, and S-Class, which provides access to dedicated lounges and other amenities.」
Average revenue per customer reached a record high due to company-wide lift-ticket price increases, improved food and beverage menus, collaborations with well-known restaurants, and services such as S-Class. - FY2024-Q3RestatedAnnual report
「The average revenue per customer, one of our group's key performance indicators, increased from the previous year because lift-ticket prices were raised following periodic reviews across the group while we made investments to address low snowfall and took other steps to improve customer satisfaction. Ancillary revenue also reached a record high as we continued efforts to increase the value of ski-resort services, including ongoing improvements to food and beverage menus, collaborations with well-known restaurants, and S-Class, which provides access to dedicated lounges and other amenities.」
The company continued to review and raise lift-ticket prices, improve food and beverage menus, collaborate with well-known restaurants, and provide higher-value services such as S-Class, bringing average revenue per customer to a record high. - FY2024-Q2AdvancedAnnual report
「The average revenue per customer, one of our group's key performance indicators, increased from the previous year because lift-ticket prices were raised across all of the group's ski resorts. Ancillary revenue also reached a record high as we continued efforts to increase the value of ski-resort services, including ongoing improvements to food and beverage menus, collaborations with well-known restaurants, and S-Class, which provides access to dedicated lounges and other amenities.」
Average revenue per customer reached a record high due to company-wide lift-ticket price increases, improved food and beverage menus, collaborations with well-known restaurants, and services such as S-Class. - FY2023RestatedAnnual report
「The average revenue per customer, one of our group's key performance indicators, increased from the previous year because lift-ticket prices were raised across all of the group's ski resorts. Ancillary revenue also reached a level above that of the 2018–2019 season, before COVID-19 began spreading in earnest, as we continued efforts to increase the value of ski-resort services, including improvements to food and beverage menus and S-Class, which provides access to dedicated lounges and other amenities.」
The company has reaffirmed that average revenue per customer exceeded the 2018–2019 season level due to company-wide lift-ticket price increases, improved food and beverage menus, and higher-value services such as S-Class. - FY2023-Q3RestatedAnnual report
「The average revenue per customer, one of our group's key performance indicators, increased from the previous year because lift-ticket prices were raised across all of the group's ski resorts. Ancillary revenue also reached a level above that of the 2018–19 season, before COVID-19 began spreading in earnest, as we continued efforts to increase the value of ski-resort services, including improvements to food and beverage menus and S-Class, which provides access to dedicated lounges and other amenities.」
It was reaffirmed that average revenue per customer exceeded the 2018–19 season level due to company-wide lift-ticket price increases, improved food and beverage menus, and higher-value services such as S-Class. - FY2023-Q2AdvancedAnnual report
「The average revenue per customer, one of our group's key performance indicators, increased from the previous year because lift-ticket prices were raised across all of the group's ski resorts. Ancillary revenue also reached a level above that of the 2018–19 season, before COVID-19 began spreading in earnest, as we continued efforts to increase the value of ski-resort services, including improvements to food and beverage menus and S-Class, which provides access to dedicated lounges and other amenities.」
Average revenue per customer exceeded the 2018–19 season level due to company-wide lift-ticket price increases, improved food and beverage menus, and higher-value services such as S-Class. - FY2023-Q1AdvancedAnnual report
「In addition, GRACE BALM, operated by Meiho Kogen Development, also performed steadily, helped by higher average spending resulting from changes to its interior design and other measures.」
The initiative to increase average customer spending took concrete form in changes to the interior design of Meiho Kogen Development's accommodation facility, GRACE BALM, with an increase in average spending reported. - FY2022-Q3SoftenedAnnual report
「The average revenue per customer, one of our key performance indicators, declined because visits by bus-tour and group customers, whose prices are set lower than those for regular tickets, were recovering and their proportion increased year on year. It nevertheless reached approximately the level of the year before last, before COVID-19 began spreading in earnest.」
Average revenue per customer declined as bus-tour and group customers recovered, reaching approximately the level recorded two years earlier, before COVID-19. - FY2021RestatedAnnual report
「The average revenue per customer, one of our key performance indicators, increased overall as the proportion of general customers rose and the proportions of bus-tour and group customers declined. However, utilization of ancillary services such as restaurants and rentals fell as customers avoided exposure to COVID-19. We therefore sold takeaway menus and applied antiviral and antibacterial coatings to rental equipment as measures to enable customers to use these services with confidence.」
Although average revenue per customer increased overall as the proportion of general customers rose, takeaway sales and antiviral and antibacterial coating of rental equipment were continued in response to lower utilization of ancillary services. - FY2021-Q3RestatedAnnual report
「We therefore sold takeaway menus and applied antiviral and antibacterial coatings to rental equipment as measures to enable customers to use these services with confidence. In addition, online ticket sales, which we have been promoting for some time, performed well, partly because they helped ease congestion when customers purchased lift tickets.」
In response to lower utilization of ancillary services, the company has continued takeaway sales, antiviral and antibacterial coating of rental equipment, and online ticket sales. - FY2021-Q2AdvancedAnnual report
「The average revenue per customer, one of our key performance indicators, increased overall as the proportion of general customers rose and the proportions of bus-tour and group customers declined. However, utilization of ancillary services such as restaurants and rentals fell as customers avoided exposure to COVID-19. We therefore sold takeaway menus and applied antiviral and antibacterial coatings to rental equipment as measures to enable customers to use these services with confidence.」
Although average revenue per customer increased overall as the proportion of general customers rose, takeaway sales and antiviral and antibacterial coating of rental equipment were implemented in response to lower utilization of ancillary services. - FY2020RestatedAnnual report
「For customers visiting in search of an extraordinary experience, in particular, we have reaffirmed our fundamental commitment to enhancing customer satisfaction, as well as improving and rigorously implementing our manuals, and strive to provide comprehensive services.」
The company has reaffirmed its policy of enhancing customer satisfaction by providing comprehensive services to customers seeking an extraordinary experience, in addition to developing its manuals. - FY2020-Q3AdvancedAnnual report
「In addition, average spending was increased through initiatives including higher lift-ticket prices, improved food and beverage menus, and measures targeting inbound visitors.」
Average customer spending exceeded the year-earlier level due to higher lift-ticket prices, improved food and beverage menus, and inbound-tourism initiatives. - FY2020-Q2AdvancedAnnual report
「Ryuoo Ski Park has also installed snowmaking machines in its summit area. Operating them from late November enabled an early opening among the ski resorts in the Hokushin area, resulting in a particularly strong increase in visitors in December.」
As part of its initiatives to increase average spending, Ryuoo began operating snowmaking machines in the summit area in late November, leading to an early opening and increased visitor numbers in December. - FY2020-Q1RestatedAnnual report
「At HAKUBA VALLEY Hakuba Iwatake Snow Field, the Company will offer Japan’s first VIP program, HAKUBA S CLASS ～VIP lounge & Priority Pass～, combining access to an exclusive lounge with priority boarding for gondolas and lifts. At the day-trip resorts Kawaba Ski Resort and Meiho Ski Resort, it will expand services to provide a more comfortable experience, particularly for domestic customers.」
The Company introduced measures including a VIP program combining access to an exclusive lounge and priority boarding, as well as expanded services at Kawaba and Meiho, as part of its service improvement initiatives. - FY2019RestatedAnnual report
「The Company strengthened ancillary retail and food and beverage services at facilities including HAKUBA MOUNTAIN HARBOR, which opened at the summit of Hakuba Iwatake last autumn, and SORA terrace at North Shiga Ryuoo, which opened in 2015. These facilities remained busy throughout the season.」
The Company has reaffirmed its policy of strengthening ancillary retail and food and beverage services at HAKUBA MOUNTAIN HARBOR, SORA terrace and other facilities. - FY2019-Q3AdvancedAnnual report
「The Company strengthened ancillary retail and food and beverage services at facilities including HAKUBA MOUNTAIN HARBOR, which opened at the summit of Hakuba Iwatake last autumn, and SORA terrace at North Shiga Ryuoo, which opened in 2015. These facilities remained busy throughout the season.」
The Company strengthened ancillary retail and food and beverage services at HAKUBA MOUNTAIN HARBOR, SORA terrace and other facilities, promoting their use throughout the season. - FY2019-Q1AdvancedAnnual report
「The renovated mountaintop restaurant, SORA terrace cafe, which was expanded together with the terrace, also performed well.」
As part of its ancillary service improvements, the renovated SORA terrace cafe performed well, and ancillary revenue from food and beverage, retail and other services at the various facilities also increased. - FY2018AdvancedAnnual report
「At each ski resort, the Company is improving slope operations by strengthening snowmaking facilities, enhancing terrain parks and holding events to address low snowfall. It is also strengthening ancillary services to increase the added value of the ski resorts. In particular, this fiscal year it is working to improve the food and beverage divisions at each resort.」
The Company is giving concrete form to ancillary service improvements by replacing and renovating restaurant offerings and strengthening menus at each resort. - FY2018-Q3AdvancedAnnual report
「Hakuba Iwatake Snow Field was particularly well received for holding a variety of events and enhancing food and beverage services in areas including the mountaintop. Visitor numbers exceeded the previous year’s level by more than 20%.」
The Company improved customer experiences and food and beverage services by holding events and enhancing dining services in the mountaintop area. Visitor numbers at Hakuba Iwatake Snow Field increased by more than 20% year on year. - FY2018-Q1AdvancedAnnual report
「At the ski resort restaurants, Ryuoo Ski Park completely renovated its mountaintop restaurant. The Company’s directly operated restaurants in HAKUBA VALLEY developed menus tailored to each restaurant’s concept, including Italian cuisine, and provided appealing menu options to improve customer satisfaction. It also continued developing menu offerings for the growing number of international visitors.」
The policy of improving services and revising food and beverage menus took concrete shape through the complete renovation of the mountaintop restaurant and the provision of concept-based menus. - FY2017RestatedAnnual report
「In addition to operating 8 ski resorts, the Company will leverage the expertise of Group companies engaged in rental and maintenance businesses to improve safety while further strengthening visitor attraction activities and services.」
The Company reaffirmed its direction of improving customer satisfaction through enhanced services, but no new figure for per-customer spending was provided. - FY2016-Q3First statedAnnual report
「Per-customer spending has increased as a result of measures including service improvements tailored to the preferences of skiers and snowboarders and revisions to food and beverage menus.」
The Company identified measures to increase per-customer spending through service improvements tailored to customer preferences and revisions to food and beverage menus.