The Growing Demand for Hassle-Free Second Home Ownership
The Growing Demand for Hassle-Free Second Home Ownership
Resort-Style Communities, Fractional Ownership, and Modular Homes
The concept of second home ownership has evolved significantly in recent years. What was once an aspirational dream for the elite is now becoming an increasingly accessible reality for a broader demographic. The growing demand for hassle-free second homes—where owners can enjoy resort-style amenities without the burdens of maintenance or management—is shaping the future of the real estate market globally and in the UK. The demand for properties offering luxury and flexibility, combined with fractional ownership models and the rise of modular homes, is creating an innovative approach to second home ownership.
In this article, we’ll explore the surge in resort-style residential communities offering all the luxuries of a five-star resort—such as spas, swimming pools, boating, cycling, and gourmet dining—as well as the growing trend of fractional ownership that makes owning a second home more affordable. We will also dive into how the evolution of modular homes, with companies like Eden Arc, is enhancing this shift by offering energy-efficient, stylish, and sustainable homes that can be built quickly and efficiently.
Finally, we’ll take a look at a specific example of this trend with the partnership between Fractional Group, Eden Arc, and Silverlake to deliver modern modular homes at one of the UK’s most sought-after resort-style communities.
The Rise of Resort-Style Communities
The idea of living in a resort-style community is not new, but the hassle-free, luxury lifestyle that accompanies it is a major draw for today’s second-home buyers. In a world where time is often scarce and lifestyle expectations are at an all-time high, owning a second home that doubles as a personal retreat with all the perks of a five-star resort is increasingly appealing.
Globally, as well as in the UK, we’re seeing a growing number of residential communities built with luxury, sustainability, and leisure in mind. These communities offer a variety of amenities that help create a stress-free environment. Think spas, wild swimming lakes, boating activities, cycling paths, and exceptional food and beverage offerings. In addition to relaxation, these communities offer a lifestyle—the opportunity to escape from the everyday stresses of urban life and immerse oneself in nature and luxury.
One standout example of such a community is Silverlake, located in Dorset, UK. This stunning location, surrounded by nature and wildlife, combines luxury with a laid-back, outdoor lifestyle. Silverlake offers a mix of activities, including boating on the lake, hiking through woodland, and fine dining at a lakefront restaurant, alongside modern residences designed for comfort and style.
The appeal of these communities extends beyond luxury—it’s the promise of owning a second home where you don’t need to worry about maintenance or upkeep. Communities like Silverlake provide a turnkey solution, where property management teams take care of everything, from cleaning and lawn care to pool maintenance and concierge services. This is the essence of hassle-free second home ownership: owners can just show up, relax, and enjoy.
Fractional Ownership: Reducing the Burden of Ownership Costs
One of the biggest barriers to second home ownership is the financial burden. Full ownership of a second home often requires a substantial upfront investment, as well as ongoing maintenance costs, taxes, and management fees. This is where fractional ownership comes in.
Fractional ownership, unlike timeshare, is a model where multiple buyers share actual ownership of a single property. Each owner buys a share in the property, which grants them exclusive usage for a certain number of weeks per year. By sharing the costs of purchase, maintenance, and management, fractional owners can access all the perks of owning a second home without bearing the full financial load.
The demand for fractional ownership has surged in recent years, particularly in Europe, where it is viewed as a way to make luxury second homes more accessible. Countries like Spain, Portugal, and France have seen a boom in fractional ownership, driven by an increasing number of individuals seeking to own a piece of paradise without the financial burden of full ownership. Buyers can choose to purchase a fractional share in properties that are part of a resort-style community, enjoying luxury while also benefiting from shared costs.
Socially Responsible
By co-owning a vacation home—this socially responsible way to own a second home—means that multiple co-owners all own ONE property for the long term. Two, four, or more people buying a fraction of a property will mean fewer individual buyers purchasing real estate. With this model being applied just a few times, you can start to see the potential decrease in property sales that this brings to an area experiencing soaring property prices and an increased burden on its infrastructure.
The ESG factor lies in potentially reducing the second home’s environmental footprint. More eco-efficiency, more owners and usage per property, less vacancy, less pressure on the local community property market, more prosperity and support to local business.
Year-round occupancy in co-owned vacation homes helps support the local population and their businesses. It avoids the see-saw of income generated in seasonal high-tourist destinations and further strengthens community ties through the co-ownership model, which champions socially responsible second home ownership.
The appeal of fractional ownership is clear: owners get to enjoy time in a luxurious second home—often in a destination with high-end amenities like golf courses, spas, and stunning views—without worrying about the day-to-day management and maintenance of the property. Furthermore, owners typically have the flexibility to rent out their unused time, which can help offset some of the costs of ownership.
The Evolution of Modular Homes: Efficiency, Sustainability, and Speed
Alongside fractional ownership, modular homes are playing a pivotal role in transforming the second home market. Modular homes are constructed off-site in a factory and then assembled on-site, offering numerous benefits, including faster build times, high efficiency, and sustainability.
The demand for sustainable homes is growing rapidly, as more buyers are looking for energy-efficient and eco-friendly alternatives to traditional homes. Modular homes, such as those designed by Eden Arc, are built with high-performance insulation, energy-efficient systems, and sustainable materials that minimize environmental impact.
One of the key benefits of modular homes is the shorter build time compared to traditional construction. Where conventional homes might take several months or even years to complete, modular homes can be ready in a fraction of that time. For second home buyers, this is a significant advantage, as they can begin enjoying their property sooner.
Eden Arc, for instance, is a leading company in the design and construction of modular homes. Their designs are highly efficient, stylish, and sustainable, making them a perfect fit for modern resort-style communities. These homes are built to the highest standards of design and craftsmanship, ensuring that owners enjoy a luxurious living experience with minimal environmental impact.
The use of modular homes in second home communities also aligns with the growing trend of smart living. With integrated technologies like smart thermostats, energy-efficient lighting, and renewable energy options such as solar panels, these homes are not only comfortable but also environmentally responsible.
Fractional Group, Eden Arc, and Silverlake: A Perfect Partnership
One of the most exciting developments in the second home sector is the partnership between Fractional Group, Eden Arc, and Silverlake. This collaboration brings together fractional ownership, modular home design, and resort-style living in a way that offers a seamless and hassle-free second home experience.
Silverlake is an ideal setting for the first build in this partnership. Located in the picturesque Dorset countryside, Silverlake offers a unique combination of nature, luxury, and leisure. The homes being built here will feature stylish, modern modular designs that combine the best of sustainability with high-end living. These homes will be available for fractional ownership, offering buyers the opportunity to purchase a share of a beautiful second home in one of the UK’s most desirable locations.
The homes being built at Silverlake will feature two-bedroom units designed to make the most of the natural surroundings while providing all the comforts and luxury of a resort. These homes will be designed by Eden Arc, a company known for its innovative approach to modular housing, and they will be built quickly, efficiently, and sustainably. Owners will have access to all the resort-style amenities at Silverlake, including wild swimming lakes, cycling trails, and luxurious dining options.
This collaboration represents a new frontier in second home ownership—offering buyers a unique opportunity to own a share of a luxury second home, within a stunning natural environment, all while benefiting from sustainable, high-quality construction and a hassle-free ownership model.
Why This Is the Future of Second Home Ownership
The increasing popularity of resort-style communities, combined with the rise of fractional ownership and the evolution of modular homes, is revolutionizing the second home market. Buyers now have access to affordable, efficient, and sustainable properties in desirable locations, without the burdens traditionally associated with second home ownership.
The growing demand for second homes, especially in sought-after locations like the UK, Spain, and France, is expected to continue. The combination of luxury amenities, sustainability, and affordability through fractional ownership and modular homes offers an exciting opportunity for today’s buyers.
With Fractional Group, Eden Arc, and Silverlake leading the way, it’s clear that the future of second home ownership is all about luxury, flexibility, and efficiency—without the hassle.
The End of Barriers to Entry
With rising second home prices and increasing obstacles to financing these homes, a solution may have emerged through the flexibility and ease of entry offered by Fractional Group, Eden Arc, and Silverlake products for vacation home ownership.
Buyers can choose to purchase 100%, 50%, or even 25% of a property based on their current usage needs, budget, and financing options.
This results in multiple ways to access luxurious spaces in incredible locations that align with their personal and financial timelines.
The Opportunity
The shift towards hassle-free second home ownership within resort-style communities is well underway, driven by the growing demand for luxury, sustainability, and affordability. With the rise of fractional ownership and modular homes, buyers now have access to high-quality properties in prime locations, with the added benefit of flexible ownership structures and eco-friendly construction methods.
As the partnership between Fractional Group, Eden Arc, and Silverlake demonstrates, this new model of second home ownership is poised to offer a seamless, luxurious, and sustainable solution for the modern buyer. Whether it’s a weekend retreat by the lake or a countryside haven with cycling and spa facilities, the future of second homes is more attainable and enjoyable than ever before.
For full details and for a prospectus about our Eden Arc at Silverlake developments, please contact the team directly at Fractional Group or at hello@fractionalgroup.com
For any other enquiries about our experiential accommodation solutions, our consulting and design services, please contact us at info@eden-arc.com
Read here for more about why you should own a property at Silverlake.
Experiential Travel and the Rise of Deconstructed Hotels
Experiential Travel and the Rise of Deconstructed Hotels
We live in the era of the “experience economy” where guests crave adventure and exploration, where experiences become transformative and sensory, transcending beyond the actual experience and moment in time. We have become less materialistic and more excited to share real experiences with family and friends and create those memories that will last a lifetime.
The term ‘experiential travel’ defines that shift in guest behavior towards a more active, engaged and involved form of travel. This also applies to hotels, where guests expect more from their hotel experience, and where hotel owners, investors and managers continually explore exciting new ways to embrace the experience economy.
The hotel industry has learnt an interesting lesson from Airbnb, and that is the growing demand for alternative, fun and memorable experiential accommodation. This creates an opportunity for hotels to adapt through innovative design as demonstrated by the Trakt Forest Hotel in Sweden which offers its guests a true “back to nature” experience, away from the noise of the outside world.
It’s no longer about the materialistic collection of things, but rather the collection of experiences from peaceful hideaways, adventure sports and active tourism to authentic immersion and living like a local – all of which appeal to that yearning for continued learning and personal development.
(Right image: Image courtesy of The Trakt Hotel, Sweden)
The definition of hotel luxury is being redefined as hotel guest expectations evolve from the traditional finery of luxury décor and service to the ideas of authenticity and experience. It is less about materials and finishes than about the lifestyle offered. Guests have embraced informality, where service has become more relaxed and friendly, allowing guests to feel more at ease. Public spaces are being reinvented to become unforgettable, and include lobbies, bars, restaurants, and landscaped areas.
Sheraton’s Denver Downtown Hotel is one such example, where the hotel owners have transformed public space into a place and reinvented the lobby. The hotel management team partnered with Travel Curious’ Hotel Solutions platform to offer instantly bookable in-house experiences such as TopGolf Swing Suite experiences and cabanas by the pool for those less energetic. Also a full range of local events and activities are designed to improve guest engagement by offering instantly bookable curated experiences which are easy to book.
(Left image: Image courtesy of The Sheraton Denver Downtown Hotel )
The demand for alternative lodging experiences extends to nature-based, sustainably slanted lifestyle hotels, where guests can stay in a space that feels more like home, creating cozy living room spaces for socializing and entertaining. Distinctive design is becoming the norm as guests look for those wow factors, instagrammable moments and opportunities. It is encouraging hotel owners and operators to create more memorable experiences.
Four Seasons and other luxury hotel brands are venturing into alternative lodging concepts to meet this growing demand. From treehouse dwellings, tented resorts, to dome hotels and sleeping in pods, the hospitality industry endlessly reinvents itself. This is further evidenced by the introduction of Treehouses at Chewton Glen Hotel, the quintessential English Country House Hotel who charge a significant premium for the experience.
(Right image: Image courtesy of Chewton Glen Hotel, United Kingdom)
The recent opening of Naviva Four Seasons in Punta Mita, Mexico further underpins this growing demand for deconstructed hotel concepts and experiential accommodation. They define themselves as a luxury tented resort unique as nature itself.
The new concept of deconstructed hotels responds to a traveler’s desire for privacy and a more back-to-basics feel where guests seek remote experiences – a growing trend this year. Deconstructed hotels have changed the way we think about hotels and so it’s no surprise hotel owners, investors and brands are exploring exciting new designs that capture the imagination.
(Left image: Image courtesy of Naviva Four Seasons Resort)
Companies like Eden Arc are collaborating with hospitality stakeholders to design and build architecturally design-led alternative and experiential lodging solutions. Gone are the traditional receptions and lobby layouts, and standard hotel room accommodation. Instead, guests are greeted with curated guest accommodation, strategically positioned to respect their privacy and prioritize the experiential aspect for the guest.
Can hotels meet the demands of tech-savvy guests seeking new personalised experiences?
Can hotels meet the demands of tech-savvy guests seeking adventure, exploration, and exciting new personalised experiences that are transformative and sensory?
Guests want tech savvy operations, crave adventure and exploration, and exciting new personalised experiences that are transformative and sensory.
So why has the hotel industry, in general, been slow to understand the potential value of creating on-premise experiences and curating local tours and activities for their guests? I think it’s fair to say we have been conditioned to think hotel luxury is defined by quality, product and service delivery, with the emphasis being placed on the physical hotel stay. But times have changed. We live in the era of “the experience economy” and hotels need to understand they are no longer in the business of just offering a bed for the night. Guests expect and deserve more from a hotel experience today.
The experience economy
Believe it or not, the Experience Economy was first presented more than 20 years ago by B. Joseph Pine II and James H. Gilmore who suggested a fundamental change in the very fabric of advanced economies. In simple terms, the experience economy challenges organisations to progress up the value chain from a traditional commodities business to creating and delivering experiences. Pine and Gilmore argued that businesses must create memorable events for their customers and that memory becomes the product: the “experience”.
Although Pine and Gilmore initially envisaged the concept of the experience economy in business, it is certainly appropriate for hospitality and tourism. They further observed the growing importance of experiences becoming transformational, transcending beyond the actual experience and moment in time to transform a person and aspects of their lives. Transformative experiences are where the real value proposition lies for hotels and their guests. It is more relevant today given the consumer shift to slower and more meaningful travel where people might travel less frequently but tend to stay longer.
Consumers place more emphasis on purposeful experiences instead of possessions
As we become increasingly time poor, we prefer experiences over commodities. We’ve become less materialistic and more excited to share real experiences with friends and family. Material experiences provide a short term happiness boost, whereas experiential purchases improve happiness and well-being over the long term.
There has been a seismic shift in the way consumers place more emphasis and importance on purposeful experiences and relationships instead of the accumulation of possessions. This change in consumer behavior shows no sign of abating, and the last few years has prompted consumers to step back and recalibrate, assessing what is important in life more than ever.
In this digitised world where Zoom and Team calls have dominated our lives in recent years, finding new ways to engage the senses and create memorable experiences is more important than ever. Travellers are no longer interested in simply booking a hotel and staying put, they want experiences and cultural activities that will enhance their time away. Hotel managers need to adjust to meet this shift in consumer demand, if they are to capitalise on consumers’ change in spending habits.
Walt Disney, the first ever chief experience officer
Walt Disney believed and understood that by creating dreams and preserving the magical guest experience, lifelong bonds would be formed with his customers. It’s no surprise, therefore, that 70 per cent of first-time Disney visitors return again, and that the Disney brand is one of the most powerful in the world, in large part because they connect emotionally with their guests resulting in extreme customer loyalty.
Hotel managers who embrace this approach will benefit. St. Ermin’s Hotel, an independent hotel in London, has teamed up with Travel Curious to do just that and to offer engaging guest experiences. The management team has created a variety of on-premise and local activities ranging from classic afternoon tea to their very popular City of Spies Tour which incorporates the history of the hotel.
So, what does all this mean for hoteliers?
To put things into perspective, millennials have more spending power than any generation before them, with an estimated $200 billion per year, and some $10 trillion lifetime spend as a generation. They are a generation that travel more frequently and 70 per cent say that funding travel is a key motivation to work, second only to paying for basic necessities. According to a recent report, millennials are leading the charge to spend big on luxury travel and relaxation and therein lies the potential opportunity of the hotel industry.
To quote Walt Disney: “We keep moving forward, opening up new doors and doing new things, because we’re curious…and curiosity keeps leading us down new paths.”
The rising demand for independent white label operators
The rising demand for independent white label operators
In the ever-evolving world of hospitality, independent third party white label operators are gaining significant traction. These operators offer a unique and alternative value proposition to hotel owners and asset managers by providing flexible management contracts and leveraging the power of modern technology stacks. This article will explore the growing demand for independent white label operators, the importance of flexible management contracts, and the role of a robust tech stack in improving operational efficiencies, reducing costs and improving the overall guest experience.
The value of flexible management contracts
The rise of third party operators in Europe is explained well by HVS, who argue there is an increased desire for flexibility from owners and a recognition that white label operators may drive higher profits and be more aligned with owner objectives. Traditional hotel management contracts often come with rigid structures and limitations, leaving little room for conventional operators to showcase their creativity and innovation.
In contrast, independent white label operators offer flexible management contracts that enable them to tailor their approach to meet specific goals of each property and align with owner investment strategies. This flexibility empowers operators to implement unique branding, marketing, and operational strategies, ultimately enhancing the guest experience and driving revenue growth and profitability.
The importance of getting the tech stack right
There are a variety of tech options available today for hoteliers and getting it right can add tremendous value for operators, owners and investors.
Jordan Hollander, CEO of Hotel Tech Report, explains how to navigate the complexities of hotel operations software and how to streamline the optimal tech stack offering some key areas for consideration. For many independent hoteliers however, a simple route might be to work with an independent operator who has already conducted their due diligence in this area. One of the key differentiators for independent white label operators is their ability to leverage modern technology stacks. By moving away from older legacy platforms, operators can improve operational efficiencies and reduce overall costs for hotel owners.
A well designed tech stack enables seamless integration of various systems, such as property management, revenue management, back office administrative tasks and guest experience platforms. This integration streamlines operations, automates processes, and provides real-time data insights for management, allowing operators to make data-driven decisions and deliver enhanced overall performance and guest experiences.
Two notable examples of tech-enabled independent white label operators
With differentiating factors like leaner teams, innovative technology, and social media know-how, the next generation of hotel management companies are giving legacy players a run for their money. Groups like Life House and TROO Hospitality are reimagining the traditional hotel model to provide more compelling results for owners and better service for guests.
Life House is a US-based management company that describes itself as a tech-enabled lifestyle hotel company. The company believes they are building the future of hospitality and as a hotel operator and software developer, they are the customers of their own technology which enables them to create the right products and solve complex problems. Founded in 2017 by Rami Zeidan, Life House has created a tech stack that appeals to independent hotel owners enabling the company to scale to over 60 hotels in six years, cementing their status as the “go-to” management company for independent hotels in the US and Mexico.
TROO Hospitality is an exciting hotel management company based in the UK and founded by Winston Zahra, an experienced hotelier who managed the sale of Island Hotels Group to Corinthia Group in 2015. TROO Hospitality comprises an experienced team of international hotel owners and operators who have vast experience in financing, developing and operating businesses in the hospitality industry.
The company places their staff at the epicentre of their technology philosophy enabling staff to complete tasks quickly and efficiently resulting in a greater focus on their guests. Instead of being stuck behind a desk, distracted by a computer screen, TROO empowers their staff to engage more with guests, resulting in a better guest experience.
Revenue per available metre (RevPAM) – a shift in key metrics? The most useful benchmark for hotel investment and hotel owners
Operators continually seek innovative ways to maximise revenue, particularly in the current market where hotel owners and investors place more emphasis on increasing net operating income (NOI). Hotel operators need to be more creative in how they can extract more revenue from their guests to optimise every square metre of a hotel asset.
Traditionally RevPAR has been the standard metric used by hotel asset managers, operators and investors to gauge the success of a hotel’s room inventory management. Hotel key performance indicators (KPI’s) have evolved into recognising the importance of TRevPAR and GOPPAR as other revenues are factored into the equation. If RevPAM is becoming a useful benchmark for hotel investment – for both revenue and GOP identifying a hotel’s total revenue or profit per available (square) metre – it begs the question whether RevPAM become part of a hotel managers dashboard.
Hotel operators need to think like hotel owners and investors
Hotel operators need to learn to manage the entire building they operate and speak the language of real estate investors, who typically measure performance as an amount per square metre. Could this be a paradigm shift in the industry, where a hotel management company thinks like an owner again? Are management agreements and objectives aligned with owner interests to focus on RevPAM?
In the case of TROO Hospitality, Zahra and his team operate with an “owner mind-set” having endured the gratification and pain of hotel ownership over the years, and so relate and empathise with hotel investors, owners and asset managers. Hotel operators are beginning to realise they are not just in the business of offering a bed for the night and that their guests expect more from a hotel stay.
Seamless integration of on-premise experiences and tours and activities to generate non-rooms ancillary revenue and improve the guest experience
Douglas Rice, managing director of Hospitality Technology Network, believes that experience matters. Hotel guests rarely travel just to stay in a hotel. Typically, they are travelling on business, for leisure or to see family. This presents an exciting opportunity for hotels to capture a portion of the estimated $252 billion in local experiences that will generate worldwide revenue in 2024, which represents approximately more than 60 per cent of the global hotel revenue by comparison.
Integrating on-premise experiences, tours and activities can be a great way for hotels to generate non-rooms ancillary revenue and enhance the guest experience. By offering guests a variety of on-site experiences and partnering with local tour operators, hotels can provide a seamless and convenient way for guests to explore the destination and enjoy additional services.
By offering these additional experiences, hotels not only increase their revenue but also provide guests with a more comprehensive and enjoyable stay. Guests can easily plan and book their activities, making their overall experience more convenient and memorable.
The demand for independent white label operators is on the rise thanks to their ability to offer more flexible management contracts and leverage technology to improve operational efficiencies and guest engagement. By moving away from older legacy platforms and investing in a robust tech stack, operators like Life House and TROO Hospitality can differentiate themselves and deliver exceptional guest experiences.
Furthermore, by embracing technology to seamlessly integrate on-premise experiences and local tours and activities, hotels can optimise every square metre of a hotel and generate additional non-rooms ancillary revenue. As the hospitality industry continues to evolve, independant white label operators are well positioned to thrive and cater to the ever-changing needs of hotel guests and align with hotel asset managers and their investment strategies.
Experiential travel is prompting hoteliers to consider alternative accommodation
Experiential travel is prompting hoteliers to consider alternative accommodation
We live in the era of the “experience economy” where guests crave adventure and exploration, where experiences become transformative and sensory, transcending beyond the actual experience and moment in time. We have become less materialistic and more excited to share real experiences with family and friends and create those memories that will last a lifetime. The term ‘experiential travel’ defines that shift in guest behaviour towards a more active, engaged and involved form of travel. This also applies to hotels, where guests want and expect more from their hotel experience and so hoteliers are learning to embrace the experience economy.
One thing the hotel industry has learnt from Airbnb, is the growing demand for alternative, fun and memorable experiential accommodation and this creates an opportunity for hotels to adapt through innovative design. It’s no longer about the materialistic collection of things, but rather the collection of experiences from adventure sports and active tourism to authentic immersion and “living like a local”, all of which appeal to that yearning for continued learning and personal development.
The definition of hotel luxury is being redefined, as hotel guest demands have evolved from the traditional finery of luxury décor and service to the ideas of authenticity and experience. It is less about materials and finishes, than about the ‘lifestyle’ offer. Guests have embraced informality, where service has become more relaxed and friendly allowing guests to feel more at ease. Public spaces are being reinvented to be “unforgettable”, and include lobbies, bars, restaurants, and landscaped areas.
The demand for alternative lodging experiences extends to nature-based, sustainably slanted lifestyle hotels, where guests can stay in a space that feels more like home, creating cosy ‘living room’ spaces for socialising and entertaining. Distinctive design is becoming the norm as guests look for “wow factor instagrammable” moments and opportunities, and this is encouraging hotel owners and operators to create more memorable experiences. From treehouse dwellings, tented resorts, to dome hotels and sleeping in pods, the hospitality industry endlessly reinvents itself. This is further evidenced by The Tawny Hotel in Staffordshire, who describe themselves as ‘a hotel like no other’, the recent opening of the Naviva Four Seasons in Punta Mita, Mexico and Eden Arc’s recent design and build for one of their clients.
The new concept of deconstructed hotels responds to a traveller’s desire for privacy and a more back-to-basics feel where guests seek remote experiences and open-air hospitality, a growing trend for 2023. Deconstructed hotels have changed the way we think about hotels. Gone are the traditional receptions and lobby layouts, and standard hotel room accommodation. Instead, guests are greeted with curated guest accommodation, strategically positioned to respect their privacy and prioritise the experiential aspect for the guest.
Eden Arc are a business, that do exactly that.
They offer guests a place to escape by offering memorable and experiential accommodation, through the unique and eye-catching structures they design and build, in collaboration with hotel and resort owners and operators.
For more details about their bespoke accommodation, please visit the Eden Arc range.
Post by Julian Houchin, Senior Hospitality Executive and Director at Eden Arc.
The key to unlocking value via hospitality
The key to unlocking value via hospitality
Large hospitality brands are seeking ways to extend their reach, appealing to new audiences and monetising available assets, to create luxury experiential vacations that draw-in the more discerning traveller.
This poses the question, can other ‘land-rich’ brands also tap into that potential?
Making the most of what you have, and then some.
Luxury hotels and resorts spend a lot of time, energy and money on creating a brand that people buy into. Their value propositions are carefully considered and communicated beautifully to eager holiday makers, who are keen to immerse themselves in the experiences resorts can provide; enthusiastically showing off their experiences and stories almost instantly on social media, advocates for the brands hosting them.
Each brand has its own carefully orchestrated offering that speaks to consumers at a base emotional level. So adding a new offering to the mix needs to be done with sensitivity, authenticity and a great deal of thought to get it right. This list of some of the more unusual UK hotels by The Hotel Guru shows how a brand story can be intertwined with the style of accommodation on offer.
Why lux lodges?
Not every venue has a castle or windmill to weave a story around. This is where the enjoyment of the location itself needs to come into play. Experiential lodging is a phenomenon that has been growing throughout the hospitality industry for some time. Glamping came onto the scene 12 years ago and has reached some dizzying heights from Canada to Cambodia as this Rob Report blog outlines.
As luxury as glamping is, many travellers want something a little more comfortable, but that still retains the excitement of stepping back to nature. Holiday cabins are also a big feature of many cultures globally. People like to get away from the everyday and experience something truly different from their normal lives. Luxury experiential lodging takes this to the next level. Five star holiday comfort set into the natural landscape.
Sell what you have that’s unique to you
This phenomenon isn’t peculiar to existing hospitality brands. Other types of leisure providers are beginning to see the value of unused land that can be repurposed and reinvigorated with experiential lodges. Adding a key count to their portfolio and with it extending their contact with customers. Golf courses, vineyards and amusement parks are all realising that keeping customers onsite overnight allows them to maximise sales opportunities, alongside offering a better or enhanced leisure experience for their guests.
Being able to spend the night releases guests from early travel curfews, designated drivers, and always having one eye on the clock. Being able to just relax and enjoy an experience makes it all the more desirable and ultimately, bookable. However you can’t just add on some lodges and hope for the best. They need a reason for being and they need that reason to dovetail with the existing story of the venue. The benefits of having overnight luxury accommodation might be obvious, but communicating that to your guests in a way that compliments and enriches the brand is key. For those resorts that already have more traditional accommodation, offering lodges expands the key count and is much more cost effective when compared to building extensions, with the added benefit of reinvigorating interest from existing customers.
Existing land-rich brands that specialise in experiential activities are at the forefront of benefitting from this type of expansion. Imagine how wonderful it would be having spent a day learning about wine making, to spend the night amongst the vines themselves? Or breakfasting next to the salmon lake you will spend the day fishing. The potential to combine and extend the customer experience can be directly interwoven with the core brand tenants. Alton Towers (Merlin Entertainment) do this extremely well at the more budget end of the spectrum. Hattingley Valley vineyard have teamed up with Little Place in the Country to supply quirky accommodation and an unforgettable experience for their wine tour guests.
If you are lucky enough to have spare land this is something that could be achieved onsite. The Experiences Economy has evolved in recent years and hospitality stakeholders who can create transformative experiences for their guests will lead the way.
Protecting the landscape by releasing its value
Some may ask what the environmental cost of all this is. Afterall the reason people want to experience the outdoor space is because of its beauty and holistic health benefits. The best lodges are those built with low environmental impact. Eden Arc Hospitality build on stilts, with environmentally minded architecture running throughout the entire design and build. These stunning units are like jewels of hospitality luxury set within the landscape, allowing full immersion for the occupants, with a very low eco impact.
This can add another sales point for the venue, as ecological awareness becomes ever more important to consumers globally. Monetising land that could not otherwise be developed can also be the key to unlocking revenue for resorts competing in such a crowded space. Unused land can be a serious drain on resources. Making that land work for the owner protects it from eventual sale and more intrusive development.
It’s not a game of soldiers
One of the overriding features of the luxury lodge movement is the room to breathe. We’re not talking holiday camp identikit units, placed side-by-side, overlooking one another. This is serious luxury, commanding high room rates and year round occupancy. Less is more and you can charge for that. These units are nestled in private nooks, with stunning views, top end interiors and Instagram moments at every turn.
These are the kind of holiday destinations people dream about experiencing. The sort you book for special occasions, or a well earned treat. They are gaining such popularity because they are a high-end addition to an existing offering, wiping their noses in terms of room rates and guest satisfaction, which in turn makes them a great addition rather than a drain on staff and resources. When you combine this with an existing brand and product, it can only enhance its value.
For more information on how experiential lodging and alternative accommodation could enhance your brand please get in touch.
Julian Houchin, industry expert, launches Eden Arc Hospitality
Julian Houchin, industry expert, launches Eden Arc Hospitality
Eden Arc Hospitality – bespoke alternative experiential lodging specialists
Julian Houchin, senior hospitality executive and formerly Group Hotel & Resort MD for CLC World Resorts & Hotels has launched Eden Arc Hospitality with his partners. The company designs and builds unique eye-catching structures in collaboration with hospitality stakeholders to create alternative experiential lodging solutions.
Julian has broad experience in global hospitality having worked for many of the industry’s leading hospitality brands including Abercrombie & Kent, the pioneers in creative experiential lodging concepts on the plains of Africa. Julian and his partners launched Eden Arc Hospitality in response to a seismic shift in traveller behaviour fuelled by the growing appeal of alternative lodging. Eden Arc will offer their expertise in hospitality, architecture and construction to work alongside key stakeholders to help them reimagine their accommodation mix and capitalise on the rise in staycations. Industry reaction has been very positive with various hospitality brands and hotel and resort operators in discussions with Julian and the team to explore the economics of increasing key count by introducing Arc’s to complement their existing offering. Their contemporary design has not gone unnoticed, and several leading master planning architectural firms are excited by what is considered the next wave of luxury alternative lodging concepts.
Julian will be looking to capitalise on his broad network, applying his experience and passion for the business into driving Eden Arc Hospitality forward. His experience in business development and envisioning hotel and resort concepts from feasibility through to master planning will also be invaluable. “We’re starting this journey at a pivotal time for the hospitality industry as hotel brands and independents re-evaluate their proposition in a post pandemic world. We see this as a great opportunity to help hospitality businesses across the sector enhance their offering to appeal to this shift in consumer demand whilst enhancing asset value”, says Houchin. “By delivering bespoke solutions we hope to help our clients realise the full potential of their hospitality assets and ensure their businesses are robust and well positioned to capitalise on this shift in traveller behaviour.
Julian has held senior executive positions with the former Trusthouse Forte group, InterContinental Hotels & Resorts, the Radisson Hotel Group and RCI (Wyndham Worldwide), now Travel & Leisure.
A native of England, he spent his formative years in the USA where, upon graduation from university in Connecticut, he started his career with Trusthouse Forte Hotels, running regional offices in Houston, Dallas and Boston before relocating to London as Director of Sales at Grosvenor House Hotel, THF’s flagship hotel at the time. He is an Advisor to small hospitality businesses and is a founding shareholder and Board Director of Travel Curious, an innovative experiential travel technology platform providing tours and experiences to hospitality and distribution partners.
Julian Houchin has worked in the hotel industry for 36 years, working internationally for companies like Trusthouse Forte Hotels, Intercontinental Hotels & Resorts, Radisson Hotel Group and Wyndham Worldwide. He has now joined Eden Arc Hospitality, helping industry stakeholders reimagine their accommodation mix.
For more information on how to add modular accommodation to your key count, contact us here
Quick Links
For Terms and Conditions please see Terms and Conditions
- Email: info@eden-arc.com
At Eden Arc we support and comply with the General Data Protection Regulation (GDPR). Further information about our Data Protection Policy is available here .
© 2025 by Eden Arc