Maximizing Accommodation Demand and Earnings Opportunities by Continuing to Operate the Existing Hotel
First written in FY2016. 11 of 22 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 8 of 28 companies on the "Worse" side.
1 other company's latest entry also says "Other".
- FY2026Disclosing occupancy and inbound visitor ratios for Shiba Park HotelAnnual report
「The average room occupancy rate at both hotels has remained stable in the 80% range, and inbound guests accounted for 95% of overnight guests, most of whom were visitors from North America, Europe and Australia.」
The Company disclosed results and demand composition for Shiba Park Hotel and Park Hotel Tokyo, including average room occupancy in the 80% range and inbound guests accounting for 95% of overnight guests. - FY2024-Q3Revenue from major divisions increased amid recovering demandAnnual report
「In the Company’s group, revenue from the guest-room, banquet and food-service divisions increased due to factors including rising inbound demand and a recovery in consumer spending. However, because the revenue structure changed significantly when the Company entered into an operations outsourcing agreement concurrently with the transfer of the trust beneficiary interests and other assets in the land and buildings of RIHGA Royal Hotel (Osaka), revenue from that hotel’s guest-room, banquet and food-service divisions decreased.」
The disclosure states that revenue from the guest-room, banquet and food-service divisions increased against a backdrop of rising inbound demand and other factors, while also noting the change in the revenue structure resulting from the transfer of the Osaka hotel assets and the shift to outsourced operations. - FY2023AchievedAnnual report
「This operations outsourcing arrangement will enable the Company to receive stable outsourcing income and minimise volatility in operating results.」
The Company entered into an operations outsourcing agreement under which it would continue operating the Osaka hotel after the asset transfer, implementing a framework for continuing operations through an outsourced-management model rather than an ownership model. - FY2023-Q3ReframedAnnual report
「At the same time as this transfer, the Company will enter into an operations outsourcing agreement with a special-purpose company established to operate RRH Osaka by the real-estate acquisition SPC (the “hotel operations SPC”).」
The Company’s policy was concretely shifted from owning and operating the existing hotel itself to continuing operations after the asset transfer by being entrusted with hotel operations. - FY2022AdvancedAnnual report
「In the accommodation division, the Company will strengthen the planning and sale of medium- to long-term stay plans and pursue them as a residence business expected to generate stable income. At RIHGA Royal Hotel (Osaka), the long-stay plan “Home Hotel” received a strong response from the time sales began the previous year, so sales have continued beyond the originally scheduled period.」
Following the response to the long-stay plan “Home Hotel,” the Company extended the originally scheduled sales period and continues to offer it as a residence business. - FY2022-Q3RestatedAnnual report
「Specifically, the Company launched an online wine-store service operated by sommeliers and renovated its online shop. In addition to strengthening its ability to communicate with customers, it revamped the structure and design to expand the product lineup and make the shop easier to use. It also expanded sales of long-stay accommodation plans such as “Home Hotel” and “stay-in” plans such as accommodation plans with beer servers, offering a diverse range of hotel stays.」
The Company continues to disclose online wine sales, the renovation of its online shop, and the expansion of long-stay and stay-in accommodation plans. - FY2022-Q2AdvancedAnnual report
「Specifically, the Company launched an online wine-store service operated by sommeliers and renovated its online shop. In addition to strengthening its ability to communicate with customers, it revamped the structure and design to expand the product lineup and make the shop easier to use. It also expanded sales of long-stay accommodation plans such as “Home Hotel” and “stay-in” plans such as accommodation plans with beer servers, offering a diverse range of hotel stays.」
To respond to demand for staying at home, the Company launched an online wine store, renovated its online shop, and expanded long-stay accommodation plans and plans with a stay-in focus, including plans with beer servers. - FY2022-Q1AdvancedAnnual report
「The Company conducted sales activities intended to capture demand for staying at home. Specifically, it launched an online wine-store service operated by sommeliers and renovated its online shop. It revamped the structure and design to expand the product lineup and make the shop easier to use.」
To capture demand for staying at home, the Company launched an online wine-store service operated by sommeliers and renovated its online shop. - FY2021AdvancedAnnual report
「As a new proposal for use of guest rooms, RIHGA Royal Hotel (Osaka) launched “Home Hotel,” a long-stay plan offering a new type of hotel stay, and many customers have used it. At RIHGA Royal Hotel Tokyo, the Company opened a satellite office for remote work using underutilised space within the hotel.」
The Company implemented new measures to capture demand for accommodation and facilities, including launching a long-stay plan at an existing hotel and using underutilised space at the Tokyo hotel as a satellite office. - FY2021-Q2AdvancedAnnual report
「In operations, the Company offered a range of accommodation plans to capture as much demand as possible from the Go To Travel programme.」
The Company implemented specific measures to capture demand by using the Go To Travel programme and offering multiple accommodation plans. - FY2020-Q3RestatedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand as possible and maximise revenue opportunities.」
The Company continues its operating policy of capturing strong lodging demand and maximising revenue opportunities. - FY2020-Q2RestatedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand as possible and maximise revenue opportunities.」
The Company continues its operating policy of capturing strong lodging demand and maximising revenue opportunities. - FY2020-Q1RestatedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand as possible and maximise revenue opportunities.」
The Company continues its operating policy of capturing strong lodging demand and maximising revenue opportunities. - FY2019-Q3RestatedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand and banquet demand, which was showing signs of recovery as corporate performance improved, as possible, and to maximise revenue opportunities.」
In addition to lodging demand, the Company reiterated from the previous quarter its operating policy of capturing recovering banquet demand as well and maximising revenue opportunities. - FY2019-Q2RaisedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand and banquet demand, which was showing signs of recovery as corporate performance improved, as possible, and to maximise revenue opportunities.」
In addition to traditional lodging demand, the Company explicitly identified recovering banquet demand as an area to target, broadening the scope of its efforts to maximise revenue opportunities. - FY2019-Q1RestatedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand as possible and maximise revenue opportunities.」
The Company continues its operating policy of capturing strong lodging demand and maximising revenue opportunities. - FY2018RestatedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand as possible and maximise revenue opportunities.」
The Company continues its policy of capturing lodging demand and revenue opportunities by continuing to operate the existing hotel. - FY2018-Q2RestatedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand as possible and maximise revenue opportunities.」
The Company continues its operating policy of capturing strong lodging demand and maximising revenue opportunities. - FY2018-Q1RestatedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand as possible and maximise revenue opportunities.」
The Company continues its operating policy of capturing strong lodging demand and maximising revenue opportunities. - FY2017RestatedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand as possible and maximise revenue opportunities.」
The Company continues its operating policy of capturing strong lodging demand and maximising revenue opportunities at the existing hotel. - FY2017-Q3RestatedAnnual report
「In operations, the Company worked to capture as much of the strong lodging demand as possible and maximise revenue opportunities.」
The Company continues its policy of capturing lodging demand and maximising revenue opportunities. - FY2016First statedAnnual report
「We will continue operating the existing hotel for the time being, maximize the expected increase in accommodation demand and maximize earnings opportunities.」
The policy is to capture near-term accommodation demand by continuing to operate the existing hotel while postponing its rebuilding.