The nook society operates a new form of leisure hospitality that combines hotels, retreats, and community. The business model is built on a diversified revenue mix with recurring income from overnight stays, corporate retreats, memberships, and events.

Productportfolio

• Overnight Stays: Premium rooms and glamping tents in nature-oriented locations, digitally operated and design-driven.

• Corporate Offsites & Retreats: Individually curated stays for companies, with a focus on strategy, creativity, and team connection.

• Memberships (from 2026): Monthly or annual memberships providing access to nook clubhouses, events, and benefits across all planned locations.

• Wellbeing & Culture Events: Retreats, talks, music and art formats, culinary experiences, and sports events (e.g. nook Travels).

Target Groups

Our customers are individuals who value conscious travel, design, and wellbeing, as well as companies seeking inspiring environments for team and strategy workshops.

To date, corporate clients have included Netflix, Sony Music, Lululemon, Adidas, Wolt, and On Running.

Monetisation

• Direct Revenue: Overnight stays, corporate offsites, and retreats.

• Recurring Revenue: Event fees and membership subscriptions (from 2026).

• Scalability Potential: The asset-light model (repositioning existing properties) enables high margins with relatively low capital requirements.

• Digital Platform: Connects all locations, guests, and members, while supporting cross-selling, automation, and operational efficiency.

Market & Market Potential

Three macroeconomic trends create attractive growth opportunities for nook:

1. Rapid growth in wellness tourism
Global wellness tourism is growing at around 7.8% p.a., more than twice as fast as the overall tourism market. In Germany alone, the wellness market represents approximately €14.2 billion.
 

2. Corporate wellness

At the same time, corporate wellness budgets are rising significantly. According to the Deloitte Workplace Wellness Survey 2024, the average offsite budget per employee has increased by 45% since 2020 to €1,200. 84% of companies with more than 500 employees regularly use external retreat locations. Offsites are increasingly becoming a core tool for culture building and team development.
(Sources: Statista Corporate Wellness Report 2024; McKinsey Future of Work Study 2024)

3. Sustainability as a key purchasing criterion
According to the UNWTO Sustainable Tourism Report 2024 and the Booking.com Sustainable Travel Report 2024, sustainability is becoming a decisive booking factor. A majority of travelers under 40 prefer sustainable accommodation and are willing to accept significant price premiums.
This results in a German market exceeding €3 billion, with double-digit growth rates. At the same time, there are only a few providers that credibly serve both the corporate and leisure segments within this space.

Market Segment & Size

nook is positioned at the intersection of boutique hospitality, retreat tourism, and corporate offsites.
According to the Global Wellness Institute (2024), global wellness tourism has already reached a volume of nearly USD 1 trillion and is growing faster than the overall tourism market.

A similar dynamic can be observed in Germany: wellness and boutique hotels in nature-oriented locations show above-average RevPAR growth, while “bleisure travel” increasingly merges business and leisure travel, according to the DRV Business Travel Analysis 2024.

Trends & Growth Opportunities

1. Corporate Wellness & Team Building

The corporate wellness market is booming. In Germany, the market volume stands at €2.8 billion, representing 18% year-on-year growth.
Already, 84% of companies with more than 500 employees use external retreat locations. The average length of stay is 2.3 days (+35% since 2019). The rise of remote work further increases the need for physical gatherings in inspiring environments. McKinsey reports a clear correlation with higher employee retention and improved innovation metrics.

nook directly addresses this development and already works with international brands such as Netflix, Sony Music, Adidas, Wolt, Lululemon, On Running, as well as leading Berlin-based companies.

Sources: Statista Corporate Wellness Report 2024; McKinsey Future of Work Study 2024

2. Sustainable & Conscious Tourism

Sustainability is becoming an increasingly important booking factor. According to UNWTO, sustainability-oriented travel in Germany increased by 42% within one year.
78% of travelers under 40 prefer sustainable accommodation and accept a price premium of 15–25%. The trend toward slow travel and conscious consumption strengthens value-driven hospitality brands. Additionally, 83% of German travelers plan to travel more sustainably in the future.

nook places a strong focus on regional partnerships, honest aesthetics, and a consistently sustainable approach.

Sources: UNWTO Sustainable Tourism Report 2024; Booking.com Sustainable Travel Report 2024

3. Community-Driven Hospitality

Digital natives are increasingly seeking belonging, authenticity, and shared experiences. Membership-based concepts such as Soho House demonstrate the potential for recurring revenue and strong customer loyalty.

With the nook society, a community is emerging that extends beyond individual locations — a network of like-minded creatives, teams, and brands rethinking hospitality together.

Sources: Forbes Travel & Hospitality Outlook 2024; STR Hospitality Benchmark 2024

4. Wellness & Retreat Integration

The wellness retreat market continues to grow steadily. According to the Global Wellness Institute, annual growth rates range between 7–9%, with particularly strong momentum in the European premium segment. More people are seeking intentional breaks for mental and physical regeneration.

nook collaborates with renowned yoga teachers, Wim Hof instructors, and wellness experts, creating a differentiated offering with high margins and sustainable competitive advantages.

Source: Global Wellness Institute – Global Wellness Economy Report 2024

Financing & Financial Projections

Historical Financials 

Extract from P&L & Balance Sheet (Explanation)

The development from 2023 to 2024 shows the transition from the build-up phase to the earnings phase:

• Total group revenue: +511%

• Net result Friends of nook GmbH: –€94k → +€98k

• Equity (KG): +€8k → +€204k

• Cash balance (KG): +€2.8k → +€88.5k

Balance Sheet 2024 (Group, consolidated)

• Total assets: approx. €550k

• Equity: €221k

• Liabilities: €329k

• Equity ratio (total): 40.2%

This development indicates a solid capital structure while maintaining significant growth leverage through operational scaling.

Current Status (Q3 2025)

• The group remains liquid, with over €90,000 in cash and no external debt.

• Equity at the holding level remains solid at over €200,000.

• Operating cash flow from hotel operations (Bad Saarow) has been positive since Q2 2025.

• All shareholder loans are subordinated; there are no covenants or bank obligations.

• Key investments in 2025 include the digital guest journey, a website relaunch, and the expansion of wellbeing offerings.

Operational Excellence and Strong Market Positioning

In summer 2025, nook achieved peak performance indicators: an average daily rate of €193.04 (June) and an occupancy rate of 72.3% (August). This demonstrates strong willingness to pay within the target audience.

Room revenue increased by +194% (Q3 2024 vs. Q3 2025), highlighting the effective combination of pricing power, market relevance, and efficient yield management.

Diversified Revenue Structure – Stability and Scalability

nook no longer generates revenue solely from traditional room bookings. 50% of revenues come from direct bookings, 22% from corporate offsites, and 25% via online travel agencies (OTAs). This balanced, high-margin revenue mix reduces dependency on seasonal fluctuations and traditional distribution channels.

The result is more predictable, recurring revenues — a rarity in the leisure hospitality industry and a potential competitive advantage.

Financial Projections – From Validation to Scaling

The story in numbers

Phase 1 (2023): Foundation & setup → typical ramp-up losses during structural build-up
Phase 2 (2024): Market proof → Bad Saarow developed positively, exceeding internal targets (+129% RevPAR)
Phase 3 (2025–2027): Scale-up → 3–4 locations, profitability targeted from 2027
Phase 4 (2028–2030): Targeted market leadership in the segment → 10 locations, 544 rooms, 34% EBITDA margin

This roadmap is based on internal assumptions and the operational results achieved at the Bad Saarow location to date.

Next Steps / Planning 2026–2027

• 2026: Second property (Farmhouse) goes live; group revenue > €1 million

• 2027: EBITDA margin >25%, equity ratio >50%, scaling through lease and management agreements

Use of Funds

1. Expansion – 35%

Use of funds

• Securing the location pipeline: due diligence costs, deposits, planning, and initial refurbishments (asset-light repositioning)

• Deal enablement: legal and contractual setup, technical infrastructure (PMS, access systems), pre-opening activities

Key objectives (12–18 months)

• Convert 2–3 new locations from LOIs into active contracts

• Add 120+ keys in operation or preparation

• Increase weekday occupancy through corporate offsites by 8–10 percentage points at new locations

Why it matters

• Planned, capital-efficient growth (repositioning instead of new builds) and early cash flow generation

2. Membership Concept – 35%

Use of funds

• Marketing & sales: senior growth roles (paid media, CRM), PR, B2B sales (offsites)

• Community management: dedicated team for nook society memberships and nook travels (programming, events, partnerships)

Key objectives (12–18 months)

• 2,000+ members (paid and free tiers) with >40% repeat rate (events/bookings)

• Increase recurring revenue share (memberships/events) to ≥15% of group revenue

• +30% growth in corporate offsite bookings, particularly on weekdays

Why it matters

• Drives higher predictability through subscription revenue, reduces seasonality, strengthens brand loyalty, and enables upselling

3. Digital Infrastructure – 30%

Use of funds

• Platform & data: CRM/CDP, marketing automation, dynamic pricing, direct booking stack, member app

• Process automation: check-in/access, payments, reporting

Key objectives (12–18 months)

• Direct booking share ≥65% (higher margins, lower OTA costs)

• CAC reduction of ~20% through automation and first-party data

• RevPAR increase of +10–12% portfolio-wide via improved yield management

• Opex reduction of 8–10% per room through digital processes

Why it matters

• Enables a scalable cost structure, higher margins per stay, and data-driven expansion