Those Aulani points owners beyond the 65% will be buying their percentage of a unit with many blackout dates (black out dates that only open up if that fixed week owner "opts out" and uses their share in the normal DVC system)
The specific unit that one owns never really matters in terms of ability to secure reservations. So while its true that a points owner may share ownership of a legal Unit with a "Guaranteed-week" owner, the points owner will not be completely barred from booking certain calendar dates.
What it appears WILL happen is that points availability will fluctuate based upon the number of Guaranteed-weeks ownership sold for any given date.
Let's say that DVC sells the full 35% in Guaranteed weeks for Week 51 (which usually includes Christmas.) Any points owners wishing to book that week will only have access to 65% of all villas. But for Week 38 which falls in mid-September, DVC is only able to sell 5% as guaranteed weeks. Over that period, 95% of all villas will be available to the same population of points owners.
The net result is that there will be more availability to points owners for the less desirable dates and reduced availability during the popular dates. I guess that's the point of paying the 10% premium to lock in certain dates.
As wdrl pointed out a few posts ago, if you were going to visit during the same timeframe frequently it may actually be worthwhile to pay the 10% to guarantee a certain hard-to-book period for the next 50 years. On those occasions when the points are to be used elsewhere--or even for other dates at Aulani--it's easy enough to "opt out" and covert that year's ownership to standard DVC points.
At $100/pt that would be $1.1 BILLION of revenue!
So what do u think it cost to buy the property and build the resort?
I bet there is 50% margin in this DVC resort.
In terms of the DVC component, I suspect this will be their least profitable resort...at least of all they've opened in the last decade.
Dean has often said that marketing expenses alone can account for 50% of the developer cost in a typical timeshare. It's expensive to train, employ and house a sales staff. They will have to pay for marketing literature, expenses associated with sales presentations, incentive stays for potential clients, etc.
The Hawaii land cost DVC $120 million. Compare that to essentially $0 they've paid for land for the WDW and DL resorts. (I'm sure some back office bookkeeping was done to move dollars from one department to another but fact is Disney already owned all of the land they developed in WDW and DL.)
Factor in the remote nature of the project (no existing Disney support services in Hawaii), higher costs for pretty much everything in Hawaii, opening sales centers and training new staff in HI and Tokyo, etc.
It's a far cry from a new WDW resort where they are working with familiar contractors, managers are already entrenched nearby, and marketing amounts to changing filming a new DVD and changing signs in the kiosks.