Desk occupancy
More desks can raise available membership capacity. Yet floor space used for working quietly cannot also be used for informal conversations.
A coworking space offers desks, rooms and membership plans. For many members, its value also comes from meeting people, exchanging ideas and feeling part of a community. Making better use of every square metre might strengthen the business—or weaken something people came for.
Explore the book →More desks can raise available membership capacity. Yet floor space used for working quietly cannot also be used for informal conversations.
Price plans must reflect demand and costs. But staying can depend on the day-to-day experience, not just the price per desk.
Meeting rooms earn revenue directly; shared areas may create opportunities for people to learn from one another. They do different jobs.
Capacity, membership pricing, usage patterns and contribution help explain the financial side of a coworking space. They show what each square metre can earn and when demand is strongest.
RHM asks us to consider the space as both an economic product and a social environment. Academic research on coworking identifies knowledge sharing and community as important parts of the experience. We should therefore ask whether a more profitable layout also preserves the reasons that people choose to work there. It may; it may not.
The new desks could increase monthly capacity. But if members used the lounge to meet collaborators, removing it also changes the experience. Before calling the redesign an improvement, we would need to understand both the additional income and the value of those interactions.
Research on coworking explores how space, community and knowledge exchange shape the experience. RHM invites us to consider those dimensions alongside occupancy and income.
These examples open a different way to look at revenue. The book develops Revenue Harmony Management from its foundations, starting with hostels and reaching beyond hospitality.
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