Richard Sigsworth of Omar Group on why departure day is one of the most overlooked parts of the guest journey, and what great parks do differently in the final hours
In my opinion, the departure experience at many holiday parks is one of the most overlooked parts of the entire guest journey.
Operators spend significant money attracting guests, creating impressive accommodation and delivering strong arrival experiences, only for the final impression to become: “Please leave by 10am and put the keys in the box.” That is a real missed opportunity.
The final few hours of a stay often shape the lasting memory of the holiday. If handled well, departure day should leave guests relaxed, appreciated, emotionally connected to the experience, and already thinking about when they might return. The goal is not simply to get guests off park efficiently. The goal is to make them leave already planning their next visit.
Guests should never feel stressed or confused on the final morning. Departure instructions should be clear, friendly and simple. Nobody wants pages of rules or charges listed in bold. A calm, hospitality-led approach works far better: “We hope you’ve had a wonderful stay. Please leave the lodge by 10am, and if there’s anything we can help with before you go, just let us know.” The final communication should feel warm, not transactional.
One of the biggest frustrations for guests is paying premium prices and then feeling expected to deep-clean the accommodation before leaving. Of course, guests should leave the lodge reasonably tidy — but operators should avoid long checkout task lists that damage the quality feel. Guests are on holiday, not completing housekeeping duties.
Small improvements make a real difference here: sensible checkout times, optional late checkout upgrades, breakfast hampers or a coffee option, a calm atmosphere around the park. Guests should leave feeling rested, not rushed.
Simple gestures often produce the strongest emotional response. A thank-you card, a small locally sourced gift, a coffee-to-go station at reception, a children’s goodbye pack, a dog treat for the family pet — these things are inexpensive but genuinely memorable. The best hospitality is often in the details.
Rather than “Keys please”, guests should hear something that feels genuine: “We hope you had a lovely stay — thank you so much for visiting.” And the best staff go a step further, asking whether everything met expectations, whether there was anything particularly enjoyed, whether there is anything the park could improve. Guests appreciate being listened to properly. They notice when you mean it.
Departure day is often the perfect moment to secure repeat business without it feeling sales-driven. Mentioning seasonal events, offering returning guest discounts, promoting ownership opportunities where relevant, noting upcoming availability — all of these things land naturally in the context of a warm farewell conversation. Guests who have emotionally connected with a stay are far more likely to return.
Guests should not be searching for bins, stripping beds unnecessarily, queuing at reception or unsure what to do with keys. The smoother the departure process, the more positive the final impression. Friction at the end of a stay undoes a lot of the good work that came before it.
Hospitality does not have to end when guests leave the park. A well-timed follow-up message — thanking them, inviting feedback, encouraging a review, offering a return incentive — can extend the relationship meaningfully. This communication should feel personal. An automated message that clearly knows nothing about the individual stay is worse than no message at all.
If a guest experienced an issue during their stay, departure is the opportunity to recover the relationship properly. Handled well, a resolved complaint can actually increase loyalty. Ignoring it, or hiding behind policy, almost always damages future bookings and reviews.
The best parks understand that the final impression often becomes the lasting impression. If guests leave happy, relaxed and emotionally connected to the experience, they will not only return — they will recommend the park to others.
Special Projects Director at Omar Group, where he heads up Omar Park Development Services (OPDS). With over 25 years of experience across the residential and holiday park sectors — including senior roles at Tingdene Parks, Britannia Parks and Regency Park Life Group, as well as time with manufacturers Wessex Park & Leisure Homes and Tingdene Homes — Richard brings a genuinely rounded view of what makes parks work commercially and operationally. OPDS works with park operators, landowners and new entrants at every stage, from land identification and planning strategy through to full site delivery, sales and rental structuring.
Omar Group is the UK’s leading designer, manufacturer and solutions provider to the parks industry, producing park homes, luxury lodges and premium holiday homes across its brands: Omar Park & Leisure Homes, Wessex Unique Lodges and Regal Leisure Homes. The Group also encompasses UK Sundecks, Omar Refurbishment Services and Omar Park Development Services. Omar has four regional hubs serving customers throughout the UK.
To find out more, call 01842 810 673 or email info@omar.co.uk.
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