Ancillary revenue: the services that raise the average value of each stay
Almost every owner thinks in nights booked and occupancy rate. Yet in a well-positioned Alpine chalet, services sold during the stay can account for 8–15 % of annual turnover — without adding a single night to the calendar. Here is how to build that second revenue line before the winter season opens.
Why average stay value matters as much as occupancy
In a ski resort, occupancy hits a ceiling fast: a week in February sells once, not twice. Once school holidays are fully booked, the only remaining growth lever is the average value of each stay. The mechanics are very different from pricing: it depends neither on competitor rates nor on platform ranking algorithms. A chalet at €4,500 per week that sells €400 of additional services gains 9 % in net revenue with no commercial risk, because the booking is already secured. The effect is stronger still because peak-season guests are relatively price-insensitive on individual items of €50 to €300. Across a portfolio, this single line often pays for the following year's off-season refurbishment on its own.
The services that actually sell in the mountains
Three families work in Alpine resorts. Logistics first: transfers from Geneva airport or Bourg-Saint-Maurice station, ski equipment delivered and fitted in the chalet, groceries dropped off before arrival. These are the most requested, because they remove real friction from the trip. Comfort services next: mid-stay cleaning, breakfast hampers, private chef bookings, massage or après-ski physiotherapy. Finally, flexibility services, the most profitable of all: early check-in, late check-out, an extra night at either end of the week. Observed take-up ranges from 35–50 % for transfers and equipment hire, against 10–15 % for a private chef. Conversely, generic offers — ticketing, guided tours — convert poorly and add operational weight for very little return.
Pricing, commissions and the tax red line
Two models coexist. Either you resell the service and keep a 15–25 % margin on the supplier price, or you take an introducer's commission paid by the partner, typically 10–20 %. The first earns more but makes you responsible for quality and invoicing. In both cases, display an all-inclusive price: surcharges discovered on arrival are the leading cause of negative reviews. One major caution: offering breakfast, regular cleaning, linen supply and a reception service at the same time tips your rental into para-hotel status, and therefore into the scope of French VAT. As long as these services stay optional, occasional and separately invoiced, the furnished tourist rental regime is preserved. Have your accountant validate the structure before the season starts.
How SmartStay runs these services for you
We pre-select suppliers resort by resort — equipment hire, drivers, chefs, therapists — and negotiate preferential rates that we pass on to your guests. The catalogue appears in the digital welcome book as soon as the booking is confirmed, then again three days before arrival: that is the window where conversion peaks. We handle ordering, payment and on-site coordination, and pay your share through the monthly statement, line by line. You stay in control of what you accept: some owners exclude pets or events, others open the full catalogue. In practice, our Alpine properties running the complete offer show an average stay value 6–12 % higher than those selling the night alone.
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