The latest episode of MC Fireside Chats, hosted by Brian Searl of Insider Perks, brought together a panel of recurring and special guests to discuss a range of topics impacting the RV and camping industry. The discussion was lively, covering everything from new tax laws to the critical importance of guest experience and operational strategy.

The show began with Brian Searl welcoming a mix of familiar faces and new guests. The returning panelists were Robert Preston, CEO of Unhitched RV and Unhitched Property Management; Jeff Hoffman, founder of Camp Strategy; and Sandy Ellingson, an industry advocate. The special guests included Amanda Buswell, Regional Manager for Purity Spring Resort and General Manager for Danforth Bay Camping and RV Resort; Will Kuntzelmann, owner of Smuggler's Notch RV Village; and Rylan Blowers, co-founder of Park Software.

Robert Preston kicked off the main discussion by highlighting a new bill that offers significant tax benefits for the industry. He noted two key provisions: the return of 100% bonus depreciation for businesses and the ability for consumers to write off interest on their RV loans. Jeff Hoffman, a former CPA, confirmed the importance of this legislation, stating that it will allow campground owners to deduct the cost of depreciable assets more quickly, potentially reducing their tax burden to near zero if they are building out or adding to their park. Robert emphasized that the bill is unique because it benefits not only park owners but also the end customer, which could drive a much-needed increase in RV sales, particularly for higher-ticket motor coaches.

Sandy Ellingson shared her research on current occupancy trends, noting that they have not met expectations this year. She attributes this in part to a gap in "onboarding" new generations into the RV lifestyle. Sandy explained that many campgrounds stopped taking tent campers, which was a "gateway drug" to the lifestyle. The industry, she argues, has become too focused on RVs and is failing to connect with potential campers in other spaces, such as the "Overlanders" community. She stressed the importance of marketing the experience, not just the campsite. Amanda Buswell and Will Kuntzelmann agreed, with Amanda explaining how her properties cater to different audiences—empty nesters and families—by balancing on-site activities with access to local attractions. Will, whose newer park has fewer amenities, focuses on providing detailed information about nearby hiking, biking, and dining to enhance his guests' experience.

The conversation then shifted to the role of amenities. Rylan Blowers pointed out that proximity to attractions like national parks is a key indicator of a park's occupancy. Robert Preston, however, offered a word of caution against a "scatterbrain approach" to adding amenities. He argued that if a park is not equipped to handle the operational demands of new offerings (like housekeeping for a glamping dome), it can negatively impact both the staff and the guest experience. He stressed that a business should first serve its team members, who in turn will provide better service to guests. Sandy agreed, citing an example of a park that successfully added premium, low-maintenance RV sites with outdoor kitchens and tiki huts instead of a large number of cabins, which would have increased the operational burden.

Rylan Blowers spoke about how software, like his company's Park Software, can play a pivotal role. He noted that a core, easy-to-use system is essential. Beyond that, technology can be used for "demand generation," such as online booking, getting listed on directories, and automating communications like check-in instructions and requests for reviews. He suggested that while a PMS (Property Management System) handles the operational side, marketing and website design are often best handled by experts, especially for larger parks, to effectively drive demand.

Jeff Hoffman addressed the common pitfall of campground owners overspending on amenities to "keep up with the Joneses." He advised owners to ensure every investment aligns with their business goals and provides a clear return on investment. He used the analogy of a Kia and a Lamborghini, urging owners to be the "best Kia you can be" by focusing on what's good for their specific market and guest base, rather than trying to be a high-end resort if their budget doesn't allow for it. He also recommended talking to other owners at conferences, but with a critical eye, ensuring that any new idea fits within their unique business model and doesn't overextend their team or finances.