Using the previous fictional prices, one adult and two school-age children pay $650 + $325 + $450 = $1,425. At $75 per person, their variable cost is $225 and contribution is $1,200.
Three adults and one school-age child pay $650 + $975 + $225 = $1,850. Their variable cost is $300 and contribution is $1,550, assuming the room is approved for that arrangement.
This shows why household count alone can mislead you. Ten units can be full while revenue and costs differ from the original model.
If all ten units held the one-adult, two-child example, total contribution would be $1,200 × 10 = $12,000, leaving a $500 operating loss against $12,500 fixed costs. The issue is the pricing model, not a reason to treat those families poorly.
Build an actual mix forecast and adjust the overall model fairly. You may change the room fee, included services, dates, supplier costs, or total pricing structure. Review legal and access implications.
Do not solve a financial gap by overfilling cabins or quietly reducing promised childcare. Capacity and care commitments remain real.
Your task: Test a realistic mix, a smaller average household, and a high-childcare-demand mix before opening sales.