Sustainable (SDG) Tourism Business Facility Idea ‘Full-Circle’

If a destination manager or entrepreneur were trying to think of an innovative facility that would follow a sustainable tourism model, what would it look like? How could you create a profitable business that enhances the lives of local residents, appeals to visitors, and does not damage the environment; yet still maintains steady cash flow?

My idea is to build a multipurpose facility that combines a boutique style hotel experience, event space, dining areas, educational and cultural experience areas all in one facility. I call my plan ‘FULL CIRCLE’ to highlight the fact that all of our actions have consequences on our future well-being. It is also connected to the need to embrace business concepts incorporating zero-waste and taking responsibility for our decisions in government, as business owners, staff and even guests. This idea was conceptualized by looking at the open area next to Hanover Park in Hiroshima city center where the original Carp baseball stadium once stood. However, I think a similar plan could be applied to any destination in Japan once local needs are assessed.

The Full Circle concept is a sustainability-focused zero-waste & energy-efficient facility which meets local community needs with added appeal for inbound tourists. This business concept mission to provide high quality, sustainable products and services which are in high demand, but without rival in the current tourism industry in Japan. High-calibre goods and services at two price points for the luxury market as well as the mainstream traveler looking for meaningful, high-quality experiences, goods and services in Hiroshima.

フルサークル:広島の国際観光市場のための多目的豪華宿泊、イベント、食と体験の施設。

広島市における持続可能の国際観光施設:インバウンド観光のニーズを中心に持続可能、ゼロウィーストかつ効率の良いエネルギーモデルを使用する施設にします。現在の日本の観光業界に類を見ない高品質で持続可能なサービスと商品をビジネスモデルの基本に据えます。一般の観光客に加え、富裕層にもアピールする質の高い経験、サービスと商品をそれぞれの財布事情に合わせて一定レベルを目指します。

Future SDG Business Model Idea 今後、新規に取り組もうとしているSDGsビジネスのアイデア

2030年の未来像(長期目標)Long-term View
記載項目 Project Topics
提案 Details of the Proposal
目標とする2030年の未来像 Long-Term targets to be met by 2030

By 2030, this international facility should be barrier-free, smoke-free, easily accessible by public transport, collaborating with companies which share the mission of zero-waste and sustainability. Receive more than 1,000 visitors a day, employ a diverse staff of multilingual people, 50% gender balanced workplace, and provide for all the needs of international visitors without compromising the needs of locals in the community.
年間を通して2030年までに年間数百万人の来所者をバリアフリー及び無煙の環境で迎えます。公共機関によるアクセスは必然。ゼロウィーストや持続官能の理念に賛同する企業と共同に運営をします。一日当たり1000人の来場者を迎えます。職場として男女比50%ずつを維持しながら複数の言語で対応するスタッフを雇用します。地域住民の生活を害することなく海外訪問客のニーズに完全に対応します。

All displays will provide a multilingual understanding of all goods and services. Additionally, the facility should be self-sufficient for energy and water, and provide only products and services which are locally sourced and do not create waste. By 2030, the supply chain of all products should also follow sustainable policies to make every effort to reduce and reuse whenever possible.
商品やサービス、展示は複数の言語で提供します。さらに施設自体に独自の電気や水資源を持ち、作り出します。地産地消を推進し、ゴミが生まれない流通を作ります。2030までにすべての商品を持続可能な供給形態にし、方針としてリユース、リジュースを推進します。

University students and people working in the hospitality, travel and leisure industry will study this facility as an excellent case of a sustainable and ethical, high-quality tourist attraction which creates added value to a destination.
明確な倫理観方針に基づいた持続可能、高品質な観光名所として地域に価値を与える施設を目指します。大学生、ホスピタリティ業界または観光娯楽に関わる人にとって研究の対処にもなります。

目標に関連する SDG’sのGoal

Sustainable Development Goals (SDG’s)

Goal 3 (Good health), 5 (Gender Equality), 7 (Clean Energy), 9 (Industry Innovation), 10 (Reduces Inequalities), 11 (Sustainable Cities & Communities), 12 (Responsible Consumption)
(ほかに、17 (Partnerships) にも貢献) 未来像の実現に向けた課題

Barriers & Challenges

There seems to be a general lack of understanding among the general public and businesses in the Hiroshima area in terms of waste and sustainable business operations. Creating infrastructure where all containers are reused and waste material is reused in a new way are unusual concepts which require flexible and creative thinking to effectively implement in business operations. Attaining government funding or venture capitalist funding for the project is another hurdle as the upstart cost investment will be significant. Time and money is also needed to properly plan the facility, train staff and research supply chain for sustainability indicators before opening. Transparency to the public in the development and management process is key to this project’s success.

ゴミや持続可能な事業形態に対する認識は広島市の一般市民と企業全体では乏しいです。ビジネスとして効率よく新しい形で容器やゴミを再利用することは柔軟かつ創造的思考を必要とします。
開発費は巨額と考えられます。よって政府からの補助金やベンチャーキャピタルを得ることは必要不可欠です。開業前に十分にプランニング、持続可能な流通とスタッフの研修に時間とお金をかけることも必要になります。成功のカギを握るのは開発運営上の透明性です。

課題の解決方法 Solutions

Management and staff training by visiting zero-waste facilities and destinations in Japan (such as Kamikatsu, Tokushima) or San Francisco, California (USA) can help people understand the necessity of zero-waste in daily life and business operations. It also helps illustrate the positive branding of higher level of sustainability in operations. Consumers perceive products and services as being of higher quality if they are aware that operations are ethical and sustainable. Half-measures which result in greenwashing and negative perceptions are damaging. Wholehearted efforts to embrace the zero-waste mentality is an essential element of success.
企業または日常生活においてゼロウェイストの必要性を理解するため、またそれを担う人材の育成は日本(徳島県、上勝町)やアメリカ(カリフォルニア州、サンフランシスコ)の施設への視察研修は有効です。運営での高いブランディングに効果的です。運営が倫理的で持続官能である場合、そのサービスや商品が高品質であると消費者が捉えます。中途半端な取り組みは否定的な見方につながります。またうわべのエコ対策はすぐに見破られます。成功のカギはゼロウェイストに対する本格的な取り組みのみから生れます。 

2030年までの(短期的な)ビジネス機会と提案概要
Business Operation Targets by 2030 記載項目 / 提案 / 提案事業概要

Proposed Business Outline
Create a facility using an existing building structure, reusing waste materials disused from construction projects. Invest in solar PV panels on the roof. Invest in water catchment systems to use as grey water in the toilets and garden/grass areas. Hire designers familiar with reusing materials in stylish and attractive ways (such as Hiroshima Nakamura & NAP which is designing the WHY facility in Kamikatsu: www.why-kamikatsu.jp ).

現存の施設を他の建設現場から出た再利用可能のものから作り出します。ソーラーパネルを設置、再利用可能排水をトイレや緑地に利用します。廃棄物やゴミ再利用に理解と経験のある建築士やデザイナーを雇います。(例:Hiroshima Nakamura & NAP.徳島県上勝町のWHY施設を手掛けているwww.why-kamikatsu.jp)

The facility has rooms for training, education and networking events which are focused on peace issues, the environment or community building. A central presentation hall can be used for regular performances of Kagura, talks by local celebrities (Carp players, SanFrecce players, Rugby players, musicians & artists) to introduce their latest work can generate ticket sales. Simultaneous translation written on screens or spoken into headsets for multilingual access.
施設には平和活動、環境と地域社会に特化した訓練所、教育やイベントスペースを作ります。中心的な大ホールでは神楽やパーソナリティやスポーツ選手による講演会(広島カープ、サンフレッチェ広島、ラグビー選手、ミュージシャンやアーティストなど)は入場料から収益を生み出します。字幕付き説明や同時通訳を提供します。
Daily events on rotation for international visitors include: Hibakusha survivor testimony and discussion, Kimono (Yukata in summer) dressing service & rentals, tea ceremony, ikebana classes, kendama making, playing and lessons, origami folding, okonomiyaki making, sushi making, calligraphy painting, shamoji rice-scoop painting, Etagami postcard painting, t-shirt design, Miyoshi wine tasting, Saijo sake tasting, local craft beer tasting, and more.
日替わりのイベントを外国人向けに以下のように提供:
被爆者体験の語り、着物・浴衣着付け体験やレンタル、茶道体験、生け花体験、けん玉作りや体験、折り紙教室、お好み焼き作り、寿司作り、書道教室、しゃもじ絵付け、絵手紙体験、Tシャツデザイン、三次ワインテイスティング、西条酒テイスティング、クラフトビールテイスティングなどなど
Visitors can buy a 1 day to 1 week rechargeable pass card (like a SUICA) to attend these sessions (1,500 yen for 1 day to 5,000 yen for 1 week). チャージできる入所カード(一日から一週間)でこれらの体験ができます。(一日で¥1500、一週間で¥5000)
A range of companies and organisations in the community are encouraged to staff the different classes and event with the requirement that no waste is created from classes or events. All containers reused, all tickets electronic on smartphones, etc..
体験 及びイベントの人材を地域の企業や団体から使い、どのクラスやイベントからゴミを出さないのが参加の条件にします。容器の再利用、切符の電子化など
想定主要顧客
(複数の顧客を記載しないこと)
Target Customers
Luxury inbound tourists are target for the Full Circle Luxury Apartments.
Inbound International Tourists are the main target, but services may also appeal to domestic tourists and local residents bringing friends and family who are visiting。
フルサークルの豪華アパートはインバウンド観光客の富裕層を対象にします。地元の人や国内の観光客にも魅力を感じさせます。
関連する重要なステークホルダー(利害関係者)
Key Stakeholders
Hiroshima residents, local government, local businesses in need of more sustainable business models that do not sacrifice the needs of the local community and environment in pursuit of income from inbound tourists.
広島市民、地域行政や地域企業にとってインバウンド観光客からの収入を地域のニーズや環境を犠牲にしない形で持続可能なビジネスモデルで実現します。

Full Circle Biz Model 2018 Ground Floor
顧客のニーズ Customer Needs

Inbound visitors are in need of facilities that offer high-quality, local cultural experiences. Inbound tourists also need multilingual facilities to offer these locally authentic experiences. Many inbound tourists want to learn about peace, culture and local traditions but do not have the means to visit areas where they can experience it or have the language skills to understand it.
インバウンド観光客のために質の高い地域や文化体験が必要です。多言語でそれをより貴重なものにします。多くのインバウンド観光客は伝統文化や平和について知りたいと思っていても現地まで出向く手段がなく、理解する言語力もありません。
ニーズを満たすために提案する
手法
(Approach)
There are sustainable products in Hiroshima that could be first introduced: sake, wine and craft beer in reusable containers and glasses. Kendama toys and shamoji paddles made of Hiroshima area wood. Soaps or foods made of waste material from Sake. Kimono, Ikebana, Kumano brushes and other traditional crafts can be derived from local materials, which can then be reused or composted into the gardens after use.
広島には持続可能な製品があり、再利用可能な容器やグラスで提供する日本酒、ワイン、クラフトビールなどを紹介します。地域から使用する木材でけん玉、しゃもじ。日本酒づくりで出る残物からの食品、石鹸。使用後たい肥として生まれかわる着物、生け花、熊野筆なども地域の材料から。
Foods served should come from local areas and be delivered in and eaten on reusable containers, waste food can be composted. Emphasis should be on low-carbon-impact foods better for health and the environment which also meet inbound tourist demand: gluten-free, vegan, vegetarian, halal and locally sourced. No beef, pork or chicken in principal and seafood must be sustainably sourced.
地産地消の食事を再両用容器で提供、残飯はたい肥にします。健康志向や環境にやさしい二酸化炭素排出量の削減を意識した複数の食のニーズにこたえる:グルテンフリー、ビーガン、ベジタリアン、ハラル又は地元生産である。基本的に肉類を使わない、魚介類は持続可能なものから得る。
Energy is derived from the sun and excess energy not used by the facility can either be stored in batteries or sold to the grid for use by businesses nearby.
太陽光発電を使い、余った量をバッテリーで蓄電か販売します。

顧客にとっての提案手法に関する費用対効果
(Benefit/Cost)

Creating a new facility which appeals to inbound visitors creates wider appeal for Hiroshima as a destination as visitors will spend a longer amount of time. The initial costs (investment) in creating the sustainable infrastructure will be higher than a standard build, but the superior sustainable functions and stylish design should secure a long-term rate of success in attracting visitors. Solar and water catchment systems should pay for themselves within 10 years as the cost of power and water increases. Self-sufficient power and water supplies adds elements of stability and safety in times of shortage or emergencies.

インバウンド観光客に魅力ある施設の開発は広島を長期滞在先向けに位置付けます。通常の開発より初期費用はかさむことは確かですが持続可能な機能とおしゃれなデザインは長期的なの集客につながります。10年ほどで太陽光発電システム、排水利用システムの費用は回収できます。電力不足や災害時に電機や水を安定的に供給がでいきるのは大きなメリットです。

競合
(Competitor)
In Hiroshima : Orizuru tower, peace park museum, peace park, museums, Miyajima.
There is enough inbound tourist demand and a lack of supply in terms of quality cultural facilities which offer internationally accessible experiences in a sustainable way. The sustainable focus will add value to Hiroshima product marketing as well as the branding of the destination. This will be the first and only tourist facility in Japan with a central mission of sustainability.
The WHY tourism multipurpose complex in Kamikatsu, Tokushima is the nearest rival in terms of business concept.
広島で:折り鶴タワー、平和記念、平和公園、美術館、宮島。持続可能な環境を兼ねた施設や質の高い文化施設は少ない中、これを利用する人数のインバウンド観光客は十分にあります。「持続可能」は付加価値を広島や広島の製品に印象付け、ブランでイングとしても働きます。日本で裕一の持続可能理念に基づいた施設になります。近いものとして徳島県、上勝町のWHY施設があります。

Entrance Fee :
1,000 yen per adult (18 and older), / Value Pass: 10,000 yen per 20 times
500 per school-age child – Value Pass: 5,000 yen per 25 times
Locals, elderly, adult students- additional 20% off regular pricing with ID
Free entry from outside to information center, souvenir shop and booking office
Entry price covers the use of facility, entry to special exhibits, experiences, and events
Estimated entry for 300+ full-paying adults per day (300,000 yen+ /day) by 2030
Estimated entry for 600+ full-paying adults per day (600,000 yen+ /day) by 2040
Entry limited to carrying capacity (max 600) at a time to preserve the quality of experience

入場料
大人 ¥1000(18歳以上) バリューパス ¥10000 20回
小中高校  ¥500   バリューパス ¥5000  25回
市民、高齢者 学生(大人) 身分証明の提示で2割引き
インフォメーションセンター、売店、予約センターへ入場無料  
入場料は施設利用、特別展示、体験、イベントへの入場を含む
2030年までに一日当たり、通常入場料、大人300+(一日¥300000>)
2040年までに一日当たり、通常入場料、大人600+(一日¥600000>)
人数入場制限を600とする

Luxury Accommodation:
Large suite rooms (x2) up to 4 adult guests = 100,000 yen/night or 200,000 yen for 3 nights price includes 24 h English on-call concierge to arrange travel, bookings or services needed.
Estimated income (50% occupancy) : 3,000,000 yen/month +
100% occupancy : 4,000,000 ~ 6,000,000 /mo
Estimated cost of 24/7 English concierge staff : 20,000 /day
Medium sized suite rooms (x2) up to 2 adult guests = 50,000 yen/night or 100,000 / 3 nights
Estimated income (50% occupancy) : 1,500,000 yen/month +
100% occupancy : 2,000,000 ~ 3,000,000 /mo
Estimated cost of 24/7 English concierge staff : 20,000 /day
Potential income 4.5 million ~ 9 million /mo
24/7 English concierge cost up to 2.4 mil/mo

豪華宿泊施設
スイートルーム(大x2)大人4人一泊¥10万 3泊¥20万 
 (24時間英語コンシェルジュサビスを含む)
収益見込み(50%利用率) 一か月¥300万
 100%利用率 一か月¥400万~¥600万
  コンシェルジュ費用 一日¥20万 
全体利益 一月当たり¥4.5百万~¥900万
24時間コンシェルジュ費用 一月当たり ¥2.4百万

様式5:インパクト表 Projected Impact Table

60 room bookings/mo – 720/year
9,000 facility visits/mo – 108,000/yr
部屋予約一月/60 年間/720
来場者一月/9000 年間/108000
2030年までの目標値

120 room bookings/mo -1440/year
18,000 facility visits/mo – 216,000/yr
部屋予約一月/120  年間/1440
来場者一月/18000 年間/216000

経営指標1:売上 Management Indicator Estimated Sales

By 2030 – Full Circle Facility: 108,000,000円/年
Full Circle Luxury Accommodation :
54,000,000円/年
———–
Total Est. Gross Income by 2030: 162,000,000円/年

By 2040 – Full Circle Facility: 216,000,000円/年
Full Circle Luxury Accommodation: 108,000,000円/年
————
Total Est. Gross Income by 2040: 324,000,000円/年

経営指標2:製品の利用者数
Consumer Number Estimate (by 2030) 110,880人/年 (by 2040) 221,760人/年

* Target estimates are a rough estimate based on the number of inbound visitors to Hiroshima each year at around 1 million. Hiroshima hotel stays are estimated to be 740,000 per year, this is a conservative estimate of attracting 5% of the market by 2030. Estimate to double growth by 2040.
** Additional revenue streams for ticket sales to special performances and VIP relaxation/viewing areas during concerts and performances.
*** A more detailed cost-benefit-need analysis can be made with access to ticket sale figures for the Orizuru tower.

通知目標は広島のインバウンド観光客数を百万とする場合。宿泊数は市場の5%を2030年まで得た場合の計算で、2040年まで倍になる試算。
**特別イベントからの収益
***おりづるタワーの収益情報からコストパフォーマンスをより深く試算することは可能になる

翻訳:北原アンドレア 安田女子大学 文学部、英語英米文学科、 準教授

Author: ambassador

Long-time Japan resident teacher, writer, consultant and traveler passionate about promoting the three pillars of sustainable tourism in Japan (People-Planet-Profits). Research focused on sustainability-focused innovation in business and how sustainable policy, management and planning strategies can positively influence tourism in Japan.

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