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Category: Hospitality

How Hotels Become the Soul of a Destination

Posted on by Leila Costigan

Most hotels claim to be part of their destination. Few actually are.

The difference isn’t about location, star rating or heritage status. It’s about whether a property genuinely shapes how a city is experienced and remembered, or whether it simply occupies expensive real estate whilst guests screenshot the lobby for Instagram.

The distinction matters because cultural authority translates directly into commercial performance. Higher ADR (Average Daily Rate). Sustained occupancy. Media coverage you can’t buy. Guest loyalty that transcends price sensitivity. Yet most hotels are still playing in the shallow end, mistaking a local art installation in the corridor for cultural integration.

The Cultural Catalyst Effect (And Why Most Hotels Don’t Achieve It)

Here’s what actually separates destination-defining hotels from the rest: they don’t curate culture for guests. They become part of the cultural infrastructure itself.

In Bangkok, the Mandarin Oriental hasn’t spent decades ‘doing marketing’. It has built genuine cultural equity by making itself essential to the city’s creative ecosystem. The Authors’ Lounge is not a themed bar but rather a living programme that generates international press coverage, attracts literary tourism and positions the property as culturally unmissable. When journalists write about Bangkok’s creative scene, Mandarin Oriental appears in the copy. That’s not PR. That’s cultural authority.

The hotel’s partnerships with local artisan communities aren’t CSR window dressing. They’re strategic investments that create multiple touchpoints for influence beyond traditional hospitality metrics. Each initiative strengthens brand equity by ensuring the property is referenced in cultural commentary, diplomatic events and travel writing. This generates coverage worth millions in advertising equivalent, but more importantly, it builds a lasting reputation that compounds.

Aman took a different route to the same destination. Their genius wasn’t just designing beautiful remote properties. It was understanding that exclusivity itself becomes cultural currency. By creating spaces that feel impossible to replicate, they built scarcity into the brand architecture. Their properties aren’t just hotels. They’re symbols of cultural sophistication that architecture and design publications cover without prompting.

​​A strong example is Amansara in Cambodia, once a residence for guests of King Sihanouk and a 1960s New Khmer architectural masterpiece. Today it houses 24 contemporary suites and serves as a cultural gateway to the awe-inspiring Angkor Wat in Siem Reap. Through close partnerships with monks, historians and temple custodians, guests gain private access to Angkor’s spiritual and architectural world, including Buddhist blessings, sunrise teachings, and temple explorations unavailable to the general public, creating experiences that profoundly shape their understanding of the destination. Deeply rooted in Siem Reap’s history and culture, the property brings the city’s spirit to life, that’s why Amansara is featured as often in cultural writing as it is in travel media.

Most Properties Confuse Design With Integration

Beautiful interiors don’t make you culturally relevant. Neither do locally sourced amenities or staff in traditional dress.

Cultural integration means becoming part of a city’s social and creative fabric. It means interpreting the destination rather than imposing upon it. It requires moving beyond guest-facing theatre to create genuine cultural moments that the local communities actually care about.

Raffles Singapore understood this. The Writers Bar is where Singapore’s creative community launches books, where important conversations happen, where the city’s cultural leaders actually gather. The programming feels authentic because it is. That authenticity generates organic media attention and word of mouth that marketing departments dream about.

The insight here is simple but frequently missed: when visitors become active participants in a destination’s culture rather than passive observers, they form emotional connections that drive loyalty and advocacy. But you can’t manufacture participation. You have to earn your place in the cultural conversation first.

The Strategic Framework (That Most Hotels Ignore)

If you’re serious about cultural positioning, here’s what it actually requires:

  • Culinary Diplomacy: Not showcasing local cuisine. Evolving it. The best properties don’t just put regional ingredients on the menu. They create signature dishes and culinary experiences that become part of the destination’s identity. They train the next generation of chefs. They document disappearing techniques. They make news, not just meals.
  • Cultural Programming: Events that bring together the right communities, not just any crowd. Art exhibitions that serious collectors attend. Music programmes that local musicians respect. Literary salons where real writers want to appear. These are investments in cultural capital that position the hotel as a platform for the city’s creative life.
  • Creative Collaborations: Partnerships with artists, musicians, writers and cultural institutions that create ongoing content and genuine media opportunities. These collaborations generate more authentic publicity than any traditional campaign because they’re based on substance, not spin.
  • Community Integration: Becoming a gathering place for locals, not just tourists. If your property empties out when tourist season ends, you’re not culturally integrated. 

Done properly, these initiatives transform a hotel from accommodation provider to cultural stakeholder. Guests leave with more than memories of luxury. They leave with a nuanced understanding of the destination itself. More importantly, they become advocates who share these cultural stories within their networks, creating word of mouth that money genuinely cannot buy.

Cultural Authority Drives Commercial Performance

When cultural relevance becomes part of your DNA, it elevates every measure of success, from reputation and recognition to loyalty and longevity.

When properties achieve genuine cultural authority, several things happen:

  • Premium Positioning: Cultural relevance supports pricing power. Guests pay more to stay somewhere that matters to a destination, not just in it.
  • Media Value: Authentic cultural programming generates editorial coverage in tier-one publications. This represents earned media, not advertorial. The kind of coverage that shapes perception and drives demand in ways paid advertising never will.
  • Guest Loyalty: Cultural experiences create emotional bonds that transcend mere transactional relationships. Your guests become advocates, not just repeat bookers.
  • Talent Attraction: The best hospitality professionals want to work at properties that mean something. Cultural authority makes recruitment easier and retention stronger.
  • Investment Appeal: Properties with strong cultural positioning maintain value through market cycles and attract sophisticated investors who understand long-term brand equity.

The commercial case is clear. The question is whether you’re ready to invest in building genuine cultural capital, or stay content with surface-level gestures of authenticity.

The QUO Perspective: Hospitality as Cultural Architecture

A hotel can define a destination, but only when it commits to being more than a building with beds.

At QUO, we work with properties that understand they’re not in the accommodation business. They’re in the cultural experience business. They don’t just provide rooms. They provide a lens through which guests understand and connect with a destination.

This requires strategies that are resonant, emotionally compelling and commercially sound. It means moving beyond marketing slogans to create genuine cultural integration. It means building reputation through association with a destination’s most meaningful moments, not its most photographable ones.

What This Means for Your Strategy

Stop asking whether your property is ’part of the destination’. Start asking these harder questions:

  • What cultural conversation does your property actually join? Not which conversation you’d like to join. Which one you’ve earned the right to be part of.
  • What local narratives do you genuinely amplify? Not which ones you mention in your marketing. Which ones benefit from your platform and resources.
  • How do you create experiences that feel essential rather than optional? Not experiences that fill your programming calendar. Ones that locals and guests both consider unmissable.
  • How do you build reputation through association with the destination’s most meaningful moments? Not its prettiest backdrops. Its actual cultural inflection points.

If you can’t answer these questions with specific examples and measurable outcomes, you’re not truly culturally integrated. You’re culturally adjacent. And in an age where travellers seek meaning alongside luxury, where authenticity drives choice, and where cultural experiences determine brand preference, adjacency isn’t enough.

Your property will be remembered for something. The question isn’t whether you’re part of the destination’s story, it’s whether you’re a footnote or a defining chapter.

The hotels shaping tomorrow’s travel landscape aren’t asking for permission to join cultural conversations. They’re creating conversations worth joining.

Partner with us to move from cultural aspiration to cultural authority.

Written by Leila Costigan, Head of Marketing at QUO

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QUO is a strategic branding agency with offices in Bangkok, Ho Chi Minh, Singapore, London and Riyadh.

 

150 Years of Excellence: Mandarin Oriental Bangkok’s Living Legacy

Posted on by Leila Costigan

More than a hotel, Mandarin Oriental, Bangkok stands as a living legend. Since 1876, this iconic riverside property has transcended hospitality to become a symbol of Bangkok itself, where luxury meets heritage along the storied banks of the Chao Phraya River. For nearly 150 years, its elegant suites and legendary service have welcomed everyone from Thai royalty to Nobel laureates, cementing its place among the world’s most revered hotels.

To celebrate its 150th anniversary, the hotel has launched a 18-month long tribute under the theme Unfolding Legacies, a collaboration with QUO that honours both its distinguished past and its vision for the future. This milestone represents more than just longevity; it’s a testament to how true hospitality can evolve while preserving the essence that makes it extraordinary.

We sat down with Anthony Tyler, General Manager, to explore what this historic anniversary means not just for the hotel, but for Bangkok’s cultural landscape and the countless guests whose lives have been touched by this remarkable institution.

Legacy & Heritage

QUO: Looking back to 1876, the Mandarin Oriental opened as the first luxury hotel in Thailand. In your view, what role has it played in shaping Bangkok’s identity as a global destination?

Anthony Tyler: This hotel is important not just to Bangkok and Thailand, but to the hospitality industry globally. We’re celebrating a global icon that hoteliers and guests from around the world look to as a benchmark of Thai hospitality. There are very few hotels that have operated for 150 years without interruption. And over the last four to five decades, we’ve maintained a level of quality that positions us as one of the finest hotels in the world. Bangkok has really benefited from that exposure and recognition.

There is certainly a clientele, a guest, that considers this hotel to be the epitome of luxury hospitality. There are other hotels that are perhaps less formal, offering a different type of luxury, but we represent a certain standard and tradition that has become synonymous with Bangkok itself.

 

QUO: The Mandarin Oriental has always been known not just for its setting but for its people. What role has the hotel’s team played in shaping the culture of the property and Thai hospitality?

Anthony Tyler: The hotel reflects Thai hospitality itself, something genuine and sincere, with pride in craft that’s fast disappearing elsewhere. I’ve often wondered if we could duplicate this anywhere in the world. The only way would be to take our Thai colleagues with us.

Our butlers, for example, know how to polish shoes properly. It takes 30 minutes and it’s an art form, unlike elsewhere where this skill might be lost. We have colleagues who’ve done their jobs for decades, some for 40 years. With that comes a level of excellence you simply can’t find elsewhere. In other parts of the world, people move on before becoming masters of their craft.

I’ve been saying for 20 years that maybe one day they won’t stay as long, but we’re not seeing it yet. Our colleagues continue to demonstrate that commitment.

There’s also deep pride in the wider Mandarin Oriental family. Many of our colleagues have moved between properties, which only strengthens what we do here.

 

Place & Identity

QUO: Bangkok has transformed dramatically around the hotel. How do you see the property’s role as a cultural anchor in a rapidly modernising city?

Anthony Tyler: This is a real challenge we’re very conscious of. The hotel can’t become a museum. All legacy hotels risk this if they don’t evolve. But we can’t forget our heritage either. It’s a balancing act: evolving the product so it’s cutting edge whilst keeping our proud history.

We’ve renovated the River Wing, Garden Wing, China House, Le Normandie, Baan Phraya  – our Thai fine dining restaurant, as well as a state-of-the-art gym. But we’ve kept elements that define us: the Bamboo Bar’s identity, afternoon tea in the Authors’ Lounge, our uniforms, the sense of service. We’ve layered modernity onto these traditions. We evolve carefully. We’ve involved guests in the journey, creating mock-ups for new Garden Wing rooms and inviting feedback. They want to be part of it.

 

QUO: What do you see as the symbolic importance of this anniversary, not only for the hotel but also for Bangkok and the global Mandarin Oriental brand?

Anthony Tyler: There’s so much love for this hotel. Clients around the world are excited about the 150th anniversary, as is the broader travel and hospitality trade.

We’ve created an 18-month calendar of events so guests can join the celebration whenever they visit.

This celebrates an enduring hotel that’s survived troubled times, trained hundreds of hoteliers, and become a legacy for Bangkok. Very few hotels can point to 150 years of excellence and the impact this hotel has had. It’s a symbol of Thai tourism and Thailand’s evolution.

We have third generation regular guests. Our colleagues knew them as children. Locally, we have third and fourth generation weddings in the Authors’ Lounge, with guests wanting the same staircase photos their parents and grandparents had.

This hotel has touched royalty from Europe and people from all walks of life. A German guest showed me photos of his seafarer grandfather from the hotel’s early days. That story is just as important. Local families come to Sunday brunch because their parents did for 30 years. That attachment is extraordinary.

 

Innovation & Futureproofing

QUO: The idea of luxury has evolved dramatically since the late 19th century. How does Mandarin Oriental, Bangkok reinterpret luxury for today’s traveller while staying rooted in tradition?

Anthony Tyler: For many years, this hotel has represented the ultimate luxury. Thai service has always been about discreet, on-point, subtle service, never brash.

Some clients might seek theatrical gestures, but our guests value consistency, quality and discretion.

If we can deliver perfection without intrusion, our guests are happy. They’re here to enjoy their company, not to be entertained by service. What we offer is space, service and dependability.

 

QUO: In a world of rapidly changing guest expectations, how do you create timeless experiences that will still feel relevant in another century?

Anthony Tyler: Communication may change, but expectations remain consistent. Younger guests still want what their parents did: excellence, world-class food, exceptional service.

Hospitality is crying out for disruption, but the role of new technologies must be managed carefully.  Innovation will be incredibly positive behind the scenes, using AI and automation to create greater efficiencies, but front of house it’s all about that human-to-human interaction, and that won’t change.

Technology can improve efficiency, but the human element is irreplaceable. I’m surprised to see that many guests still prefer to speak to our concierge rather than an app. They want recommendations from people who know them.

We’re friends with many guests. They want to engage with people they know and trust. When one colleague retires after 40 years, their deputy steps in after 30 years. That sense of pride gets passed on. That’s why this is such a special hotel, and why that won’t change, regardless of technology.

 

Celebrating 150 Years

QUO: As the hotel celebrates its 150th anniversary, what was the reason for choosing Unfolding Legacies as the theme? What does ‘legacies’ mean to you in the context of the hotel?

Anthony Tyler: If a hotel has stood proudly for 150 years and hasn’t created a legacy, something would be very wrong. This celebration explores the chapters that have made the hotel what it is today.

We’ll showcase our colleagues’ craft and pride, welcome back long-standing guests, and unveil new renovations that show how we continue to evolve and invest in our future.

 

QUO: How will you make guests feel part of this 150-year story in ways that connect them emotionally to the hotel’s past, not just as spectators but as participants?

Anthony Tyler: Every touch point will celebrate the 150th anniversary, from commemorative books to special amenities. More importantly, we’ve created an 18-month calendar of events featuring guest chefs, renowned bartenders and collaborators from around the world. Whenever you visit, something will be happening to mark the anniversary.

Our team is incredibly proud and excited to be part of this moment in the hotel’s history. Behind the scenes, we’re also honouring our colleagues’ dedication, with several even postponing retirement to celebrate the 150th together.

 

Personal Reflection

QUO: Over the hotel’s history, so many people have contributed: team members, artists, and guests. When you think of voices of influence, which voice or story is most personally inspiring to you?

Anthony Tyler: Kurt Wachtveitl, the General Manager who was here for 42 years. I worked with him during my first stint at the hotel, and we’ve since become friendly.

If anyone has defined this hotel, it’s Kurt with his incredible tenure. He took on a great hotel that was certainly not as well recognised globally at the time, and with the support of the board and colleagues, made it the exceptional hotel that it is today.

There was a proud history before Kurt, but his 40 years at the helm of the hotel really elevated it to the global icon that it is today. Having worked for him and understanding what he accomplished, for me he is the standout figure in the hotel’s modern history.

 

QUO: As General Manager, what does it mean to be the custodian of such a storied institution?

Anthony Tyler: When I left the hotel first time, early in my career, I didn’t realise how unique and incredible it truly is.  When I came back, I knew there really is no other hotel like this.

Working at The Oriental is the highlight of my career. Nothing will surpass this. Being General Manager at such an important time in the life of this hotel, is something I’m very grateful for and humbled.

My hope is that, by the end of this 18-month celebration, colleagues, guests, and owners alike feel proud of the way in which we honoured the hotel’s legacy.

 

Images: Courtesy of the Mandarin Oriental Bangkok

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→ Discover the Mandarin Oriental 150 anniversary campaign: View the case study

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QUO is a strategic branding agency with offices in Bangkok, Ho Chi Minh, Singapore, London and Riyadh.

 

Wellness Is Everywhere – and Nowhere

Posted on by Leila Costigan

 

‘Wellness’ has become the hospitality world’s favourite buzz word – and its vaguest. Menu copy promises it. Lobbies scent it. Decks pitch it. Yet guests can still tell when the experience doesn’t measure up. ‘Well-washing’ is real: the overclaiming cousin of greenwashing. And yet, despite all the fluff, genuine wellness in hospitality does drive performance.

Spas are just a sliver of the bigger wellness pie

The Global Wellness Institute values the global wellness economy at $6.3 trillion (2023) across eleven sectors; the spa slice is roughly $136-137 billion – about two per cent of the pie. In other words, if a hotel’s ‘wellness strategy’ begins and ends at the spa door, it’s playing in a very small corner of a very large field.

And that field is only getting bigger. Wellness tourism, which accounted for 13.1% of all wellness spending in 2023, is expected to grow at 10.2% CAGR to $1,351 billion by 2028. 

This surge reflects a wider cultural shift. In recent years, health and resilience have moved from personal aspirations to daily priorities. Travellers are more attuned to sleep, stress and wellbeing than ever, and younger demographics in particular are choosing brands that align with those values. In other words, wellness is no longer a passing trend; it is part of how guests judge relevance.

Not every hotel should become a ‘Wellness Specialist’

It’s easy to look at wellness retreats, with their year-round occupancy and higher TrevPAR and want a piece of it, but the challenge is that not every hotel can – or should – become a wellness specialist. Most shouldn’t. But every brand does need a coherent wellness position that matches its personality – and with proof points that live beyond the spa. 

Resorts have dwell time and captive audiences; urban hotels live on one or two night stays. That doesn’t make city wellness a lost cause; it just changes the brief. The question is whether you can improve sleep, movement and everyday choices in a way that sounds like your brand.

For urban hotels it’s about smart, simple touchpoints

Some hotels have shown it can be done. In New York, Equinox Hotel put sleep centre-stage with its new Sleep Lab — a collaboration with sleep scientist Dr Matthew Walker that uses circadian-aware settings, adaptive mattresses and simple rituals to help guests arrive rested rather than merely checked-in. 

London offers a different lesson. 1 Hotel Mayfair doesn’t shout about wellness; instead, it builds it into ordinary moments: filtered water taps in every room, abundant plants and materials that feel good to touch. It’s health by design – and a reminder that credibility often lives in the quiet details rather than the bold claims.

At the scalable end, EVEN Hotels was ahead of the curve with in-room fitness kit and short, guided routines; Hilton’s Five Feet to Fitness took a similar tack, moving equipment and digital guidance right into selected guestrooms. Those choices are simple yet smart, meeting time-poor travellers where they actually are: between emails, pre-flight, and post-meeting.

Delving into diagnostics – but it’s not for all

Other city properties are taking it a step further. Clinique La Prairie’s Longevity Hubs – for example at The St. Regis Bangkok and The St. Regis Marsa Arabia Island, Doha – use non-invasive diagnostics (heavy-metals and micronutrient hand scans, body composition measures, face/skin analysis and structured questionnaires) to build personalised programmes. That specificity breeds confidence: clear inputs, clear outputs. 

But diagnostics only create value if there’s continuity – follow-up, behaviour change and care pathways. For a one- or two-night stay, a lab read-out with no ‘follow-out’ quickly becomes meaningless. These hubs make far more sense when the model includes locals or members.

Where wellness actually scales: branded residences

An emerging and very exciting segment for wellness is the branded residences sector. With dwell time measured in months or years, you can justify diagnostics, coaching and community programming; residents want rituals, not one-offs. It’s no coincidence these schemes carry that ~30% average global price premium over comparable non-branded stock: buyers are paying for the service layer and the standards that underpin it.

Wellness standards: progress in the right direction?

Standards are now arriving to tame the vagueness. MICHELIN has introduced a Wellness Award within its hotel programme — an explicit signal that wellbeing can define an outstanding stay, much as its Keys recognise hotel excellence more broadly. In parallel, WITT and the Wellness Tourism Association have published Core Wellness Standards for Hotels, a baseline across pillars such as healthy eating, movement, nature and local impact, designed to create clarity and curb well-washing. 

Will the new awards and standards push us in that direction? I hope so, but my worry is the tick-box temptation. A Heathrow layover shouldn’t look or feel like a Bangkok longevity centre; a Dubai business hotel shouldn’t mimic a destination spa. If we let the frameworks police hygiene while leaving room for brand voice, the guest wins. If we turn wellness into a universal mood-light and a laminated list, we’ve learnt nothing from the last decade of buzzwords.

Wellness needs to be owned by the brand

Fragmentation kills credibility. If ‘wellness’ sits in the spa while F&B pushes unhealthy options, the rooms are too loud to sleep and the sales deck claims ‘holistic wellbeing’, guests will notice. Wellness in hospitality belongs to the brand – not the spa. Only then can it be taken seriously and a holistic, cross-operational approach can be achieved. 

Say what ‘wellness’ means at your brand, in your own words; do it across the stay, not just in one room; and be prepared to measure what matters (rest, recovery, uptake) – not just spa revenue. Promise less. Deliver more. That’s how a word we’ve worn thin becomes a reason to book – and a reason to return.

Contact us to explore how we can help craft a holistic wellness strategy that works for your brand.

Written by Catherine Edwards, Chief Growth Officer at QUO

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QUO is a strategic branding agency with offices in Bangkok, Ho Chi Minh, Singapore, London and Riyadh.

 

Beyond Comfort: Designing Guest Experiences That Build Emotional Loyalty

Posted on by Leila Costigan

A guest enters into a hotel lobby and instantly slows down. The warm scent of cedarwood lingers in the air. Soft music hums under the surface. A handwritten note waits beside a tea bowl, brewed with herbs grown nearby. Nothing is loud. But everything is saying: you belong here.

A new generation of discerning travellers is shaping this evolution. They move through digital and cultural spaces, value alignment over appearance, and seek brands that reflect who they are and what they care about. They don’t just want to be served. They want to be seen. It’s not about luxury. It’s about meaning.

In a world of endless options, emotional relevance becomes the true differentiator.

At QUO, we call this storyliving: immersive, brand-led experiences designed to stir emotion, create connection, and build lasting loyalty.

Dominique Collin, Associate Strategy Director for Brand Experience at QUO, has spent years guiding hospitality brands past the ordinary. His approach blends strategic clarity with emotional intelligence, bringing together thoughtful design and deep desire. For Dominique, the questions are simple yet profound: How do we move from ticking boxes to creating emotional impact? How can brands turn guest experience into something memorable and truly human? 

In this article, he shares his thoughts on the major changes reshaping hospitality branding and what it takes to build emotional loyalty that lasts.

From Stories to Worlds: A Paradigm Shift

We have moved beyond storytelling. Brands now create immersive worlds guests want to enter, what we call storyliving. It shifts guests from passive listeners to active participants.

“When guests walk into a space,” Dominique says, “they should feel as though they have arrived somewhere meaningful, somewhere that speaks directly to their values and desires.” 

Hospitality branding goes beyond brand names and logos. It is embedded in the textures, lighting, scents, and sounds of a space. It’s no longer about offering a welcome drink or a turn-down ritual. It’s about designing emotional encounters that resonate.

Affect matters. And according to recent studies, emotional perceived value is a stronger predictor of loyalty than satisfaction with functional elements like amenities or efficiency.*¹

When attention is the rarest commodity, brands that truly connect transport guests to extraordinary places. Storyliving blends imagination with authenticity to create transformative moments that invite guests to become part of the brand’s culture.

Sensory Signatures That Speak Without Words

Dominique explains how sensory signatures have become the secret language of powerful brands. These are the subtle cues that communicate your essence without a single word.

“It might be the way soft lighting creates a calm mood, or the carefully chosen music that echoes your brand’s personality. It is in the feel of fabrics, the warmth of natural stone beneath bare feet and every detail tuned to make guests feel at home.”

This careful sensory choreography replaces templates with intentional design and it’s the foundation of what Dominique calls ‘presence’, a feeling of restoration and belonging that today’s guests deeply crave.

A great example is Four Seasons, which masterfully selects sensory experiences across its properties. From signature scents subtly perfuming the lobby to the ambient lighting tailored to each location, and soft textiles selected for comfort and elegance, every detail is designed to welcome guests into a space that feels both luxurious and familiar.

This is no accident. It’s a narrative brought to life through the senses.

Reimagining Connection Through Rituals

In an era of digital noise and fleeting interactions, genuine connection has become a rare and precious currency. Hospitality brands are rediscovering communal rituals as a way to build deeper bonds.

Dominique paints a vivid picture: “Imagine a wellness hotel serving bespoke herbal concoctions at golden hour instead of cocktails, or a local property hosting craft workshops with village elders. These are not just activities, they are cultural moments that echo the brand’s spirit and create emotional resonance.”

These rituals are invitations to belong, turning simple moments into memories guests carry long after they leave. Storyliving becomes participatory. Rituals transform passive guests into active cultural insiders.

Guests are more likely to recall and emotionally connect with experiences that involve participation, not just observation.

Authenticity as Intention

Authenticity is too often a hollow buzzword. Dominique challenges us to think bigger; it is not about origin or provenance alone, but about intention and integrity.

“Craftsmanship becomes culture,” he says. “Heritage techniques, traditional knowledge, and local stories breathe life into a guest’s experience and root your brand deeply in place.”

It’s not about local décor. It’s about meaningful presence.

Your sourcing, your partnerships, your stories; these are not marketing ploys. They are the very proof of your purpose. Authenticity emerges when your brand is inseparable from its cultural roots.

Personalisation with a Human Pulse

Technology has transformed personalisation, enabling hospitality brands to tune into guests’ rhythms, moods, and preferences with impressive precision. Smart algorithms can suggest spa treatments before you ask. Lighting can adjust to your circadian rhythm. A room can feel like it was designed just for you.

“Guests don’t want more choices; they want to be truly understood.” For Dominique, the message is clear. “Innovation should amplify empathy and insight, never replace it. The future is in intelligent intimacy, a fusion of smart tools and genuine care.” Technology may be the engine, but the human element remains the driver, transforming data into meaningful, emotionally resonant connections.

At selected Renaissance Hotels (Marriott International) in the US, the AI-powered concierge RENAI anticipates guest needs by analysing behaviour patterns, such as dining times and spa preferences, to suggest personalised itineraries. Yet every recommendation is reviewed by ‘human Navigators’, ensuring warmth and intuition guide every touchpoint.

This human-tech fusion embodies a deeper truth. Guests don’t remember convenience. They remember care.

People as Storytellers

A brand is only as powerful as the people who deliver it.

Guests might first encounter your brand through architecture or aroma, but it’s the front desk smile, the spa therapist’s warmth, or the housekeeper’s quiet kindness that turns those impressions into emotional connection. In storyliving, staff are not just service providers. They are storytellers, culture bearers, and hosts of meaning.

“Every team member should understand not just what the brand is, but how it feels, and how to express it through their role,” Dominique explains. “It’s not about scripts. It’s about presence, empathy, and cultural fluency.”

At Capella Hotels, Capella Culturists (sometimes referred to as “personal assistants”) provide an elevated, bespoke concierge-style service throughout a guest’s stay, acts as a cultural guide (“champion of the city”), suggests personalized local experiences, dining, cultural sites, shopping, events, tours, and gestures based on storytelling and thoughtful anticipation of guest interests

These roles are not add-ons. They’re strategic expressions of brand values through human interaction.

Training should go beyond SOPs (Standard Operating Procedure). It should cultivate emotional intelligence, narrative confidence, and a deep sense of place. From onboarding to daily team rituals, these are the practices that turn a brand into something guests can feel, and remember.

When your staff are empowered as storytellers, every touchpoint becomes a moment of emotional resonance. And in that resonance, loyalty is built.

The Experience Is Your Brand

Ultimately, guest experience is not something you tack on. It is your brand made real physical, emotional and cultural.

Dominique sums it up: “Experience is not a layer you add; it is the brand at its most honest.”

When you design experiences that stir emotion, engage the senses and honour culture, guests don’t just return. They remember. They advocate. They belong.

And that is loyalty you can’t buy. But you can design for it.

At QUO, we help brands move from storytelling to storyliving, transforming values into spaces, rituals, and emotional connections.

Let’s design your brand’s world together. Contact us

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QUO is a strategic branding agency with offices in Bangkok, Ho Chi Minh, Singapore, London and Riyadh.

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*1: Emerald Study

 

View from the Mountain: Oman’s Rise as the Soul of Gulf Tourism

Posted on by Leila Costigan

Perched high on the Saiq Plateau, Hotel Indigo Jabal Akhdar offers more than just sweeping canyon views. It offers a lens into Oman’s emerging role as the soulful heart of Gulf tourism. 

QUO spoke with the hotel’s General Manager, James Reeves, about how the country is finding a balance between growth and authenticity. He shared how Hotel Indigo is weaving local culture into its design and guest experience, and why Oman’s understated charm is starting to resonate with travellers around the world.

QUO: Oman is often seen as the quiet disruptor in Gulf tourism. From your perspective, how is its role in the region starting to shift?

James Reeves, General Manager, Hotel Indigo Jabal Akhdar Resort & Spa: Oman is quietly stepping into the spotlight. What stands out most is how warmly travellers are received. Omanis are proud of their heritage and genuinely open to sharing it. That kind of authenticity is rare. The country still flies under the radar compared to its neighbours, but that’s part of its appeal. More travellers are discovering what makes this place so special: authenticity, nature, culture and soul. Since opening Hotel Indigo Jabal Akhdar in October 2024, we’ve seen a growing appreciation for Oman’s unique offering.

The country’s demographics show a clear need for opportunity. With 44% of the population under 20, tourism plays a vital role in job creation. Omanis are well-educated, multilingual and increasingly engaged in the hospitality sector. The government understands tourism’s potential and has set bold goals, including more than doubling the number of hotel keys by 2035.

COVID had a serious impact on Oman, especially with the grounding of its legacy airlines. However, recovery is underway. A new budget airline has launched, creating a more accessible premium/budget split and increasing air connectivity, particularly with Northern England, Eastern Europe, Germany, Rome and London.

At Hotel Indigo, about 30% of our team is Omani. We don’t just hire, we mentor. We give people the tools to grow, to connect with guests in an authentic way, and to take pride in representing their culture. That human connection is what sets Oman apart.

Nizwa, Oman

QUO: Tourism plays a big part in Oman Vision 2040. What changes are you seeing on the ground as the country works toward that goal?

James Reeves: There’s been a lot of meaningful progress, especially in infrastructure. Oman was recently ranked as having the second-best roads in the Middle East, and work continues to expand the network so guests can explore more of the country with ease.

On the aviation front, we’re seeing more regional airlift using smaller aircraft and new destinations being added. Oman is geographically vast (larger than Germany) with a rich diversity of landscapes that are now becoming more accessible.

QUO: More and more travellers are coming to Oman for cultural depth and meaningful experiences. What do you think is behind this shift?

James Reeves: Oman is incredibly rich in natural and cultural assets. From the microclimates of the south to the fjord-like coasts of Musandam in the north, it’s a land of contrasts. The geology alone (formed by tectonic plates) reveals marine fossils embedded in ancient mountain ranges. In Jabal Akhdar, where our hotel is located, you can trace over 3,000 years of civilisation.

There are archaeological sites with graves over 6,000 years old. The new Oman “Across the Ages” museum near Nizwa is an incredible example of how Oman is telling its story. It charts the country’s journey from a fishing and trading culture to a global diplomatic force. Oman has long played a respected role in regional peace efforts, and that stability resonates with culturally curious travellers.

QUO: What role is your hotel, which opened at the end of last year, playing within the wider context of Oman’s tourism growth?

James Reeves: Hotel Indigo is not your typical resort here. Historically, many Omani resorts shared a similar aesthetic. We approached things differently – using the Indigo DNA to tell the story of the neighbourhood.

Our design team created a comprehensive narrative that informed every detail, from room design to public spaces. We offer a thoughtfully curated scent experience that reflects the region’s rich natural heritage. A calming blend that sets the tone for the stay. The hotel features signature scents, each inspired by local flora and elements: Pomegranate, Plum tree, Apricot, Damask rose, Olive wood and Honey. These scents are integrated into the hotel’s design, from room fragrances to public spaces, creating an immersive atmosphere that connects guests with the essence of Jabal Akhdar. The music, visuals, and overall atmosphere create a lifestyle-driven, contemporary resort experience with a strong local soul.

Our setting on the edge of a remote canyon delivers a rare sense of stillness and perspective, while VUE (officially the highest rooftop lounge and bar in the Middle East) adds a bold, elevated touch to the experience.

Hotel-indigo-jabal-akhdar-resort-and-spa-oman

QUO: How are you integrating Oman’s nature and culture into the guest experience at Hotel Indigo? Any details you’re especially proud of?

James Reeves: Everything we do is rooted in a deep respect for place. We offer village tours, including visits to rosewater distilleries, and collaborate with local artisans. Our team is trained not just to serve, but to interpret the stories behind the land, the people, and their traditions. That’s where real connection happens.

Hotel Indigo Jabal Akhdar Rose Ritual Experience

QUO: Wellness is booming across the Gulf. What’s Oman’s approach?  How would you describe the wellness story unfolding here? How are you bringing wellness to life at Hotel Indigo?

James Reeves: Wellness is central to our experience, and at 2,000 metres above sea level, Jabal Akhdar offers the perfect setting for restoration. Historically, this was a 1.2 night destination. Our vision was to transform that into something deeper, a place where guests could truly unplug and reconnect. Today, guests stay 2 to 3 nights on average, with some extending to 14 nights for a full reset.

Our signature wellness offering is JALA Spa and Wellness, a destination in its own right. It is a separately branded concept, designed to bring a world class wellness philosophy to the heart of Oman. We have partnered with Ila, MAULI and Maison d’Asa from Marrakech to co create a holistic spa protocol that is entirely bespoke in the Hammam treatments. Each treatment is rooted in healing traditions from around the world, from Thai ginseng therapies to craniosacral reiki and sound healing. As part of the journey, guests are welcomed at Camelia Tea House, an integral part of JALA. Here they begin their wellness ritual with a bespoke mountain tea blend of Damask rose, ginger and liquorice root, a grounding and fragrant infusion inspired by the botanicals of Jabal Akhdar.

This wellness experience was curated by Indah Megayani, a spa and wellness expert with over 20 years of global experience in holistic therapies and integrative wellness. Her deeply intuitive approach blends Eastern and Western modalities to meet guests where they are physically, emotionally and energetically. She has trained our international team of practitioners to deliver not just treatments, but meaningful healing experiences shaped by her vision.

Hotel Indigo Jabal Akhdar Resort & Spa Oman Spa

We are also deeply committed to ethical and sustainable practices. All spa products used at JALA are cruelty free, eco conscious, and crafted with ethically sourced natural ingredients. From organic essential oils to plant based elixirs, every element is chosen not on

Wellness is central to our experience, and at 2,000 metres above sea level, Jabal Akhdar offers the perfect setting for restoration. Historically, this was a 1.2 night destination. Our vision was to transform that into something deeper, a place where guests could truly unplug and reconnect. Today, guests stay 2 to 3 nights on average, with some extending to 14 nights for a full reset.

Our signature wellness offering is JALA Spa and Wellness, a destination in its own right. It is a separately branded concept, designed to bring a world class wellness philosophy to the heart of Oman. We have partnered with Ila, MAULI and Maison d’Asa from Marrakech to co create a holistic spa protocol that is entirely bespoke in the Hammam treatments. Each treatment is rooted in healing traditions from around the world, from Thai ginseng therapies to craniosacral reiki and sound healing. As part of the journey, guests are welcomed at Camelia Tea House, an integral part of JALA. Here they begin their wellness ritual with a bespoke mountain tea blend of Damask rose, ginger and liquorice root, a grounding and fragrant infusion inspired by the botanicals of Jabal Akhdar.

This wellness experience was curated by Indah Megayani, a spa and wellness expert with over 20 years of global experience in holistic therapies and integrative wellness. Her deeply intuitive approach blends Eastern and Western modalities to meet guests where they are physically, emotionally and energetically. She has trained our international team of practitioners to deliver not just treatments, but meaningful healing experiences shaped by her vision.

We are also deeply committed to ethical and sustainable practices. All spa products used at JALA are cruelty free, eco conscious, and crafted with ethically sourced natural ingredients. From organic essential oils to plant based elixirs, every element is chosen not only for its healing properties but also for its alignment with our environmental values. Packaging is minimal and biodegradable where possible, and we work with suppliers who share our vision for responsible luxury.

Hotel Indigo Jabal Akhdar

The spa itself is designed as a sanctuary, architecturally minimal yet spiritually rich. Guests do not just come for a massage; they come for transformation. Whether it is a hammam ritual infused with local botanicals or a mindfulness session overlooking the canyon, wellness here is immersive, personal and soulful.

Wellness in Oman is not about spectacle. It is about sincerity. We have embraced that spirit, and guests are responding to it.

QUO: Sustainability is on everyone’s radar these days, but Jabal Akhdar is such a delicate environment. How are you approaching growth while keeping that balance in mind?

James Reeves: We’re incredibly mindful of the environment. Everything from architecture to operations is designed to tread lightly. We also believe sustainability includes supporting local communities. Employing Omanis, buying locally, and sharing cultural knowledge.

QUO: What do you see coming next for Oman’s hospitality brands? What excites you about the road ahead?

James Reeves: Oman is on the cusp of a new chapter. One shaped by vision, investment, and a deep respect for its roots. As the world rediscovers the power of authenticity, Oman is emerging not with spectacle, but with soul.

The opportunity is clear, but so is the responsibility. Growth must never come at the expense of identity. As long as Oman stays true to its DNA – its traditions, its stories, its sincerity – it will continue to stand apart. This is a country that doesn’t just welcome travellers; it leaves a lasting mark. Many who visit return again and again. Some make it part of their annual travel rhythm, drawn by the landscape, the people, the peace.

The appeal is global. We’re seeing rising interest from Europe, Japan, and even early curiosity from the U.S. They’re seeking connection, meaning, and place. And Oman delivers.

It’s also one of the safest countries in the world, governed by laws that protect culture and preserve identity. Pride runs deep. From the Sultan’s vision to the guide leading guests through his home village. This is a place where people are genuinely excited to share their world with visitors.

Oman is made for slow travel. With the highest sand dunes on Earth, the second-largest canyon, vast cave systems, untouched desert, and rugged coastline, it offers endless discovery. You could spend years here and still not see it all.

Smaller lifestyle and budget brands are beginning to explore opportunities beyond Muscat, towards the beaches, mountains, and wildlife reserves. But the real magic lies in Oman’s ability to grow with grace. To invite the world in, without losing itself.

Because today’s travellers want more than luxury. They want stories. They want soul. And Oman offers that in abundance.

Images: Courtesy of Hotel Indigo Jabal Akhdar Resort & Spa by IHG 

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→ Explore how QUO crafted the Hotel Indigo Jabal Akhdar website and digital experience: View the case study

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QUO is a strategic branding agency with offices in Bangkok, Ho Chi Minh, Singapore, London and Riyadh.

The Name Game

Posted on by Leila Costigan

In the world of branding, few things ignite as much debate or as much emotion as naming. A name is a brand’s first impression, its verbal handshake, its shortest story. But in today’s crowded hospitality landscape, that story is harder to tell and even harder to own in a way that’s distinctive, defensible and resonant across cultures.

At QUO, brand naming is more than a creative exercise. It’s a cultural strategy. Under the guidance of Maximilian Melamed, our Head of Naming, we approach each naming project as an alchemy of linguistic insight, market sensibility and storytelling spark. In this piece, we explore the shifting landscape of naming in hospitality and why fluency in culture and invention will define the next generation of brand names.

Naming Today: A Legal and Linguistic Minefield

In today’s globalised market, securing a name that’s both legally viable and culturally fluent is no small feat. The pool of evocative, one-word English names has been overfished, and it’s getting shallower by the day. As Maximilian explains:

“English-language names are becoming increasingly rare, especially if you’re aiming for global trademark clearance. That’s why more brands are moving toward coined (which is to say “creatively constructed”) names, or reaching into regional languages for something distinct and ownable.”

This shift is not only legal. It’s psychological. Familiar words can feel generic. Coined names, when crafted with care, can feel more ownable, distinctive, and memorable.

Trend 1: The Rise of Coined Names

Brands like Signia by Hilton or Miraval from Hyatt do not just stand out, they stand for something. These are names with imagination, with stories, with distinction. As real, English words become less and less viable, coined names provide a strong, creative way forward.

Coined names offer several advantages:

  • Easier to trademark globally
  • Tailored to suit brand personality and tone
  • Less likely to come with cultural baggage

But they come with creative demands. Without existing reference points, coined names rely on storytelling, context and experience to build meaning. They need more than a good sound. They need a soul.

Trend 2: Language That Speaks to the Local

While coined names can be a great route, many hospitality brands are also looking to local languages to ground their identities in place and culture. Across Asia, the Middle East and Africa, we are seeing more and more names drawn from local language and cultural touchpoints.

Some go further afield, using languages both foreign to the brand and to the local market. Some might hope to play on cultural perceptions and signal quality or refinement. Some might simply hope to stand out. However, taking this approach comes with the risk of being labelled appropriation, so brands must tread carefully and consider the optics across all audiences.

A word that sings in one market might jar in another. Linguistic beauty must be matched by cultural insight and rigorous understanding of audience perceptions.

Trend 3: Brand Naming to Fit In

Lifestyle hotels. Island resorts. Wellness retreats. Co-living concepts. Hospitality is brimming with brand propositions that exude sameness. In this context, the name might be used as a tool to capitalise on that sameness.

Some brands intentionally choose not to stand out, instead embracing the familiarity of names that echo others in their category. By aligning with established naming patterns, they tap into existing consumer trust and recognition, making their brand feel instantly comfortable and credible.

Of course there’s a fine line to tread, no one wants to be a copycat, or risk brand confusion. There’s a certain finesse at play. Language, tone, and thematic inspiration become tools with which to thread the needle of feeling similar yet distinct.

“Standing out too much can be scary,” Maximilian says. “It’s taking a risk. Sometimes what’s right for the brand, what’s right for the property, is not to feel ‘different’ but to feel ‘similar’.”

What Inspires Naming Creativity?

For Maximilian, inspiration comes from everywhere, especially the cultures we work in. The historical strata of Cairo, the slang of Bangkok, the visual poetry of Bali. Each holds clues to brand names that feel fresh and true.

“Working across cities and cultures, you start to hear how words carry different weights and rhythms,” Maximilian reflects. “A name that feels strong in one context may feel soft in another. You have to listen closely to the world.”

Looking Ahead: The Borderless Future of Naming

As hospitality brands expand across markets, languages and identities, names must become borderless too. The best brand names of tomorrow will:

  • Embrace cultural hybridity
  • Use invented language to create distinction without baggage
  • Invite curiosity rather than offering all the answers

The future of brand naming is not just linguistic. It is emotional. Strategic. Unapologetically human. At QUO, we craft names that do not just label, they live.

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Naming a new brand? QUO blends cultural insight, linguistic creativity and global strategy to name hospitality brands that travel well and stand apart. Start your project with us and get in touch.

QUO is a strategic branding agency with offices in Bangkok, Ho Chi Minh, Singapore, London and Riyadh.

Beyond the Giga Projects

Posted on by Leila Costigan

FHS Riyadh 2025 Saudi Arabia Tourim Where Idea Shapes Vision with David Keen and the Ministry of Tourism Saudi Arabia

A New Chapter In Saudi Tourism

In recent years, Saudi Arabia’s tourism narrative has been dominated by giga-projects and high-profile global events. Megastructures rising from the desert and headline-making bids for the FIFA World Cup, Expo 2030, and the Asian Winter Games. These bold initiatives, many under the Vision 2030 umbrella, have rapidly reshaped global perceptions of the Kingdom.

But as the recent Future Hospitality Summit (FHS) in Riyadh revealed, the spotlight is beginning to shift. From sky-high ambitions to a broader emphasis on grassroots growth, regional destinations, and private sector dynamism.

Empowering Local Players and Regional Destinations

The emerging narrative centres on homegrown hospitality brands, empowered local entrepreneurs, and a renewed emphasis on cultivating Saudi talent. In a conversation with David Keen, QUO’s Founder and CEO, Mahmoud Abdulhadi, Saudi Arabia’s Deputy Minister for Destination Enablement at the Ministry of Tourism, discussed this next phase of the Kingdom’s transformation: one that encourages smaller players and global partners alike to co-create a diversified and authentically Saudi tourism ecosystem.

“Our industry is still relatively young, just five years in, but we are rapidly maturing,” Abdulhadi noted. “Our ambition is to make tourism investment so seamless that investors won’t need to talk to a government entity. Once we reach that stage, our role shifts from enabler to regulator.”

This sentiment was echoed across sessions at FHS, where one of the most talked-about regions was Aseer – a mountainous southwestern province rich in culture, cool climates, and untapped potential. International and local developers alike are starting to recognise the region’s promise as a hub for nature-based tourism, cultural immersion and year-round escapes.

Homegrown Hospitality on the Rise

FHS Riyadh 2025 with Catherine Edwards_Saudi Arabia Tourism

At the same time, Saudi hospitality groups are stepping into the spotlight. An example is Elaf Group, a longstanding player in the Kingdom’s hospitality scene. Speaking on a panel moderated by QUO’s Chief Growth Officer, Catherine Edwards, Majed Kaki, Elaf’s Vice President of Business Development, introduced ‘Saudi Journey’. An initiative that delivers immersive cultural experiences through scent, music, cuisine, and other sensory guest touchpoints across their hotels. He also shared Elaf’s plans to expand Joudyan, a second brand rooted in Saudi traditions but designed for the modern traveller. Joudyan exemplifies the Kingdom’s growing confidence in building distinctive, local brands that resonate with evolving consumer expectations.

International Brands Adapt to the Local Market

International operators are also aligning with this localised shift. At FHS, Wyndham Hotels & Resorts announced a major deal to launch their Super 8 brand in Saudi Arabia through a landmark 10-year partnership with Le Park Concord. The plan is to open 100 Super 8 hotels across the Kingdom, with the first expected by 2026.

This marks a strategic entry into the economy and midscale segments, aiming to fill a gap in the market for clean, consistent, and affordable accommodation along the Kingdom’s expanding highway network and in key urban centres such as Riyadh, Jeddah, Makkah, and Madinah. With a focus on smart modular construction and eco-conscious design, Wyndham’s approach aligns with the Kingdom’s push for sustainable development and enhanced visitor experiences.

Strategic Alignment with Vision 2030

“None of this is accidental,” Abdulhadi emphasised. “From giga-projects to event hosting, from private sector enablement to licensing reform – everything we’re doing is part of a laser-focused strategy to deliver on the promises of Vision 2030.”

That strategy is already bearing fruit. In 2023, Saudi Arabia surpassed 100 million visitors for the first time. A milestone reflecting both inbound and domestic Saudi Arabia tourism growth. Leisure tourism now accounts for 35% of domestic visitors and over 30% of domestic spend, while inbound leisure makes up more than 20% of both metrics — a major shift in a country previously reliant on religious pilgrimage.

Structural Reforms Fueling Growth

Driving these changes are deep structural reforms. Through initiatives like the Tourism Investment Enablement Programme (TIEP), the Ministry of Tourism has reduced government fees by 75% since 2019, streamlined licensing processes, and increased the number of tourism entities by 69%. Notably, the number of licensed tour guides has surged by 168%, indicating strong investment in human capital to deliver authentic, high-quality experiences.

Meanwhile, the Hospitality Incentive Programme is helping reduce operating costs for private investors by up to 20% of capital expenditure, especially in emerging destinations. This initiative aims to de-risk early-stage development, catalysing investment in lesser-known regions and proving their commercial viability.

Cultivating Future Talent

FHS Riyadh 2025 Paul Keen Director of Operations and Culture at QUO

Investment in infrastructure must go hand in hand with investment in people. One of the most forward-looking discussions at FHS centered on rebranding hospitality careers to attract Saudi youth. A key theme was the need to dismantle long-standing perceptions that the industry is low-skilled or lacking in prestige.

QUO’s Director of Operations & Culture, Paul Keen, speaking on a panel about talent and the future workforce, offered a fresh perspective on engaging Gen Z. He stressed the importance of purpose-driven storytelling and the role of social media in glamourising the industry. “Hospitality already has a natural appeal through its association with travel, culture, and human connection,” he noted, “but we need to align this with the aspirations of younger generations, they want meaning, growth, and impact.”

Other panelists echoed this view, pointing to successful programs such as those led by Red Sea Global. Layla Alamri, Education Senior Manager, highlighted initiatives including fully sponsored education with top-tier institutions and international enrichment experiences – both designed to shift perceptions and attract top talent. Skills Development and Talent Optimization Expert Dr. Abeer Alamri called for curriculum reform and early industry exposure through internships and mentorship, arguing for a more multidisciplinary approach that integrates hospitality into wider education pathways. Meanwhile, Ibrahim Osta, Global Tourism Lead and Senior Economic Growth Advisor for Chemonics International,  advocated a four-tiered model: high school engagement, vocational training, university education, and industry-based learning—all tailored to the Kingdom’s cultural context.

Ultimately, the panelists agreed that empowering a new generation of Saudi talent requires systemic change, not just messaging. It’s about creating real pathways, support structures, and a cultural shift that recognizes hospitality not as a fallback, but as a prestigious and purpose-driven career.

Building on Heritage: Culture as Competitive Advantage

Still, authenticity remains the cornerstone of Saudi Arabia’s tourism proposition.

“Hospitality is in our DNA,” said Abdulhadi. “For thousands of years, we’ve welcomed pilgrims and protected travellers — in deserts, in mountains, in cities. This isn’t new to us. What’s new is the opportunity to translate that legacy into sustainable business and career paths.”

That opportunity is being seized not just by global conglomerates but by a new generation of Saudi entrepreneurs who recognise that visitors are no longer coming just for luxury or major events. They’re seeking experiences that are deeply and uniquely Saudi.

The Road Ahead: Balancing Scale with Soul

Looking forward, the challenge lies in maintaining momentum while balancing scale with soul. Giga-projects will continue to capture headlines, but it’s clear that the future will equally be about smaller-scale private initiatives. Saudi Arabia is proving that transformation isn’t just about building big. It’s about building smart, local and authentically.

 

Watch the FHS Riyadh session of David Keen, Founder and CEO, QUO

Watch the FHS Riyadh session of Catherine Edwards, Chief Growth Officer, QUO

Watch the FHS Riyadh session of Paul Keen, Director of Operations and Culture, QUO


QUO is a strategic branding agency with offices in Bangkok, Ho Chi Minh, Singapore, Riyadh, Amsterdam and London.

From Storytelling to Storyliving: Why Luxury Brands Are About Building Worlds, Not Just Products

Posted on by QUO

Luxurious Spa Sanctuary Immersive Experience

Luxury has fundamentally transformed. Today’s definition extends far beyond tangible possessions. It’s about the immersive worlds brands create for their audiences. This paradigm shift represents a profound evolution in how luxury brands connect with consumers, redefining both luxury marketing and experiential storytelling. Modern luxury brands aren’t simply selling products; they’re inviting consumers into carefully crafted universes where every touchpoint contributes to a cohesive, immersive narrative.

The question for luxury hospitality brands becomes: Are you prepared to embrace this transformative approach to luxury experiences?

Beyond Storytelling: Creating Multi-Sensory Luxury Experiences

The phrase ‘brands need to tell stories’ has become such a marketing cliché that it’s lost meaning. Today’s most successful luxury brands transcend storytelling – they craft immersive, multisensory experiences that forge profound emotional connections with consumers. They don’t simply narrate their story; they invite consumers to live within it, creating lasting impressions that shape perceptions and inspire loyalty.

This is luxury evolving – not just diversifying, but deepening its connection with people. It’s no longer about the product itself, but about living the experience, owning it and being part of something much greater than simply possessing an object.

The Transformation: From Luxury Storytelling to Immersive Storyliving

Imagine staying at a hotel that isn’t merely a place to rest but a fully immersive experience that unfolds like a chapter in a book. A spa that offers not just relaxation, but a sensory journey. A restaurant that goes beyond dining to offer a cultural experience, complete with the sounds, smells and tastes that evoke a larger world.

Every touchpoint contributes to a larger tale. The scent that greets you upon entering, the carefully curated playlists in the background, the tactile experience of a fabric or a piece of furniture – it all adds to the story. And when done well, this storytelling doesn’t feel contrived or forced. It feels natural, a reflection of the ethos the brand stands for.

Take Aman Resorts for example. Each Aman property is not just a place to stay, but a carefully constructed world that aligns with the brand’s focus on tranquillity, cultural immersion and luxury. Every property offers a unique experience that invites guests to become part of the Aman story – an experience that quite literally stays with you.

The luxury brand experience is evolving, and brands like Bvlgari Hotels & Resorts are leading the way. According to Bvlgari, their hotels are “the most immersive way to express our experience” – and it’s easy to see why. The architectural design, the personalised services and the attention to detail all combine to create an environment that transcends the typical hotel stay. They don’t just offer a luxurious space; they create an environment where every detail invites the guest to become part of the brand’s narrative.

Why Is This Important For Hospitality?

Hotels offer somewhere for people to rest, recharge and connect. They connect with guests in an emotional, intimate and sensory way that few other industries can replicate. In an increasingly fast-paced, digital world, hospitality provides the perfect space to slow down and truly engage with a brand on a deeper level.

But what truly matters in hospitality is not just the surroundings – it’s the people. The staff, who interact with guests, are the human embodiment of the brand. From the smile at the front desk to the thoughtful service at dinner, these individuals breathe life into the brand’s story. They are the living, breathing extension of the brand’s world and play a crucial role in making every interaction feel authentic and meaningful.

This is something Chanel has done incredibly well with its pop-up experiences, where the brand builds out environments (often temporary) that are full of sensory experiences, creating a space where the consumer can truly live the brand. Similarly, Ritz-Carlton integrates the idea of personalised experiences into their hospitality offering, where guests are treated not just as customers but as part of the Ritz-Carlton family. This personal connection is what fosters loyalty and transforms a service into an experience.

The Opportunity

So, what’s the real opportunity here for luxury brands? Curated brand experiences help build brand loyalty and diversify revenue streams, but the real value lies in the deeper, more meaningful connections these experiences create. By opening their world to consumers, brands have the chance to:

  1. Connect more deeply with the people they serve – not just through products but through genuine interactions and shared experiences.
  2. Understand their audience – real-life, in-the-moment interactions provide invaluable insights into the preferences, desires and needs of consumers.
  3. Evolve with intention – brands can use these extensions to grow in response to changing cultural and consumer demands.

A brand can no longer afford to be static. It needs to flex, grow, listen and respond to the evolving world around it. This is dynamic branding, and it’s what makes hospitality such a powerful platform in today’s experience-driven economy.

From Vision to Real-World Examples: Case Studies

Luxury Brand Dior - Immersive Experience

To truly understand how the shift from storytelling to storyliving can transform luxury brands, let’s take a closer look at a few key case studies that illustrate how brands are bringing their immersive narratives to life in hospitality.

Six Senses: Redefining Luxury Wellness Experiences

Six Senses redefines wellness by integrating sleep science, circadian lighting systems and sustainable practices into its guest experience. Its commitment to wellbeing ecosystems over traditional spa offerings sets Six Senses apart in the luxury hospitality space. By focusing on holistic health and sustainability, Six Senses aligns luxury with personal care and environmental responsibility. Each location offers an immersive experience where guests can reset physically, mentally and spiritually – living the Six Senses story in a world dedicated to wellness, tranquillity and sustainability.

Dior Spas: Haute Couture Wellness Experiences

Dior has seamlessly translated its artistry into wellness through collaborations like the Dior Spa at Cheval Blanc Paris. These spas offer treatments inspired by haute couture craftsmanship, allowing guests to experience Dior’s refinement in a deeply personal way. The spa offers more than just relaxation; it provides an intimate connection with the brand, where guests can indulge in carefully curated experiences that mirror the brand’s sophisticated artistry. Dior uses wellness as a new canvas to tell the story of its craftsmanship, blending beauty, luxury and indulgence in a way that only Dior can.

Palazzo Versace: Fashion-Forward Luxury Hospitality

Located in Dubai, Palazzo Versace combines Versace’s iconic aesthetic with world-class amenities. From opulent interiors inspired by Versace’s signature designs to bespoke dining experiences, the property showcases how fashion can seamlessly transition into hospitality. Guests are invited into a world that blends high fashion with luxurious service, where every room is a work of art and each moment spent there feels like an exclusive, tailored experience. The property itself is a narrative, embodying the Versace brand’s glamour, sophistication and commitment to the highest standards of luxury.

What Can Hospitality Brands Learn?

You don’t need to be a fashion house or a luxury retailer to embrace this mindset. The key is recognising that your brand is not confined to a single space. The world is your canvas and strategic extensions allow your audience to experience more of who you are and what you stand for.

Hospitality is a perfect avenue for bringing this to life. It allows consumers to experience your brand in a way that transcends the transactional relationship of product exchange. By offering a true brand experience, you invite them into a world where they can live the brand’s story – where every detail, from the service to the scent, is part of a bigger narrative.

This is not just storytelling. This is storytelling in action. This is about creating worlds where consumers don’t just engage with a brand. They live it, breathe it and make it part of their own personal story. The future of luxury is not in the product you buy; it’s in the experience you live.

How will your luxury brand manifest in the worlds your consumers actually inhabit? The time has come to create immersive worlds, not just products. Let’s explore how your brand can embrace this new era of luxury storyliving – the possibilities are limitless.

Written by Aida Rodriguez, Senior Brand Strategist, QUO London

QUO is a strategic branding agency with offices in Bangkok, Ho Chi Minh, Singapore, Riyadh, Amsterdam and London.

Hotel Collection Brands: When Global Scale Meets Local Soul

Posted on by QUO

an aerial view of a hotel collection brands resort

The story of an ancient drum, adorned with intricate carvings depicting an island’s seafaring past. A curious traveller who dreams of creating a destination that combines his love for the Amalfi Coast with the vibrant spirit of his home. A secluded 12th-century monastery brought back to life in the forests of northern Vietnam. What do these three hotels have in common? Each is an independently imagined property with a distinct story and identity, yet also part of one the world’s major hotel collection brands.

Whether it’s Marriott’s Autograph Collection, Hilton’s Tapestry or Accor’s MGallery, hotel collection brands have been a quietly rising force in the world of hospitality in recent years, each promising a perfect marriage between local experience and global reach. On paper, it’s an elegant solution. Hotel owners maintain their property’s distinctive character while tapping into powerful distribution networks. Global brands expand their footprint without starting from scratch. Guests discover authentic experiences backed by trusted names.

“Our collection brands allow the original character of each hotel to shine, with flexible standards designed to answer the needs of independent boutique hotel owners and enhance the guest experience with a few light brand attributes while benefiting from the power of the commercial and loyalty platform of Accor,” commented Agnès Roquefort, Chief Development Officer, Luxury & Lifestyle, Accor in a recent article on the hotel group’s website.

Citing a 25% growth rate for this segment, the French hospitality giant has recently added two new hotel collection brands to its portfolio, Handwritten Collection and Emblems Collection, adding to its already hugely successful MGallery brand.

An advertorial for the IHG Hotel Collection Brand, Vignette, showing a man and woman sitting on a dock.

IHG has enjoyed similar success. Just three years after introducing Vignette Collection to the market – its first brand in this category – it is already halfway towards its target of 100 hotels in 10 years.

“As our Luxury & Lifestyle offer grows, Vignette Collection particularly supports the owners of independent hotels, retaining the individuality of their properties whilst accelerating business through IHG’s global scale and powerful enterprise offering,” said Jane Mackie, SVP, Global Luxury & Lifestyle and Premium at IHG Hotels & Resort in a recent article.

But while it sounds like a win-win solution on paper, the reality of bringing these hotel collection brands to life is far more complex. The moment a property decides to join a collection brand, it embarks on a journey of identity exploration that touches every aspect of its being.

Critically, it is about uncovering what makes each property genuinely special. Sometimes it’s hidden in dusty archives that reveal a building’s revolutionary past. Other times it emerges through conversations with the local community who know the history of the land the hotel was built on. This core story – when authentic and powerful enough – becomes the thread that weaves together every aspect of the guest experience.

“The storyline and narrative is the most important element with these kinds of hotels,” says Ong-art Ngamnarongkij, Founder and Creative Director of Purpose of Space – a Thailand based specialist in hospitality architecture and interior design.

“It becomes the backbone of the property. It helps us to create a sharp design narrative and then interpret that into the actual design more precisely.”

He believes that the strongest stories often come from unexpected places.

“For one of our ongoing projects in northern Thailand, we found an ancient palace wall foundation inside the property. From this we started to research and build a storyline around the Lanna people – their lifestyle inside the palace and how they lived, how they entertained themselves, how they used the space. We shaped the design and experience of the hotel as a journey of the past combined with modern elements,” he explains.

Finding these stories requires patience. In the rush to expand portfolios, there’s always pressure to settle for surface-level narratives that look impressive in pitch decks but fall flat in execution. The most successful hotel collection brand properties are those that resist this urge, taking time to dig deeper, to find the stories that truly resonate.

Writing a beautiful story is easy. Crafting a believable narrative that can truly inspire everyone – from architects and designers to marketers to operators – is what sets the exceptional properties apart.

“Travellers today seek more than a getaway; they crave something meaningful. Something that inspires and stays with them,” says Wayniq Urairat, Chief Strategist at QUO.

“As a branding agency, we take on this responsibility by telling stories grounded in truth. We delve deep – uncovering layers of history, separating fact from fiction, listening to whispers and legends – all to find that one kernel of a story. That kernel is like a precious seed. One that inspires others to nurture and care for. In time, it takes root, becomes stronger and grows into something unforgettable that others can appreciate.”

The translation from story to experience demands due care and attention. Beautiful design concepts can falter if they ignore operational realities. Powerful narratives can dissolve if branding agencies and ID consultants aren’t aligned. Success requires intricate, careful collaboration between all stakeholders.

Owner of an upcoming Hilton collection property in Thailand, Sadrudin Ali, says that the success of his hotel story was about everyone working together behind a common vision.

“As the owner, we relied upon our appointed branding agency and our interior design company to work closely with us to discover and develop a unique story for our hotel. Through this we could then start to imagine a cohesive experience across all touchpoints of the property that guests can enjoy,” says Ali.

As hotel collection brands mature, they face fresh challenges. The pressure to grow drives the creation of more specialized collections, each targeting specific passions or values. Yet the fundamental question remains unchanged: how to create spaces that feel both uniquely individual and reliably excellent?

Perhaps the answer lies in understanding that, at its core, hospitality is about connections. The best collection brand properties aren’t just about compelling stories, but cohesive cultural experiences enhanced through the lens of global expertise. They create those moments that could only happen in that particular place, at that particular time, yet delivered with an assurance that comes from decades of hospitality knowledge. Hotel collection brands don’t exist to standardize the unique, but to help it shine more brightly.

Catherine Edwards is the Chief Growth Officer for QUO, a strategic branding agency with offices in Bangkok, Saigon, Singapore, Riyadh, Amsterdam and London.

Navigating New Horizons in Saudi Arabia

Posted on by Derek Kirk

In this exclusive Q&A, QUO CEO David Keen offers a unique perspective on Saudi Arabia’s extraordinary journey of transformation. His reflections provide a deep dive into the Kingdom’s evolving identity, from Vision 2030 to cultural renaissance. Discover the profound changes reshaping Saudi Arabia and why its future holds global significance.

Date palms in Wadi Sharma, Saudi Arabia

QUO: QUO has been present in KSA for almost four years now. What are your key reflections from the journey so far?

Is the destination itself set to to play a bigger role in customers’ travel planning?

DK: I’ve been blessed with an incredibly diverse life where I’ve spent much of the last 40 years living and travelling in different continents, from the western world to around Asia and Europe. During the last 35 years, I’ve based myself in Asia and I’ve watched several well known destinations go through economic, social, infrastructural and political changes. And those range from Hong Kong to Bhutan, Thailand, Singapore, Philippines and several others. I’ve visited those places on multiple occasions and lived in some of them.

However, I went to Saudi Arabia for the first time in 2020, and I have never seen any place – country or destination – embark on such a significant transformation. As an outsider, my first thought was to wonder what that change means for the global perception of Saudi Arabia, which as we all know has had its own challenges.

I learned something important during a trip to a meeting about 45 minutes outside of Riyadh. I ended up in a small village because I had entered the wrong address and arrived at the wrong place with a large suitcase. Several people at the meeting venue approached me to offer help. The correct location was a 10- to 15-minute drive away.

I accepted a ride from a lawyer from Riyadh who was incredibly kind, warm and engaging. During the drive, we talked about Saudi Arabia, and he explained that the change is not about external perception. It reflects how the Saudi people feel about their country. The internal perception of the change the Saudi people are going through is what truly matters.

And the penny dropped.

Like many other places in the world, and with many brands or concepts we create, success depends on internal acceptance. The people of the Kingdom are deeply engaged with Vision 2030, the development of NEOM, the Red Sea projects, and the fundamental changes in Medina and Mecca. Their engagement with what’s happening in the country will inevitably shape the future perception of Saudi Arabia.

QUO: What are the most promising changes you’ve seen emerge from Vision 2030?

DK: A roadmap. In 1991 or 1992, I was in Bhutan, a small kingdom in the Himalayas. I was then engaged with the Ministry of Tourism on the future of Bhutan and was heavily involved in shaping the Kingdom’s identity. And one of the conversations I had about the then Fourth King of Bhutan was fundamental to the country’s infrastructural changes.

He had implemented a five-year plan, a common strategy for many developing nations. However, the king personally drove this initiative by visiting every village to ask the residents what they needed most – whether it was a school, a hospital, or other essential services. He used this information to create the five-year plan, which has since been successfully implemented, leading to Bhutan’s exponential development over the last 30 years.

In 2018, Saudi Arabia articulated Vision 2030, a similarly ambitious roadmap. It was perhaps the most audacious and courageous plan any country had ever undertaken – a fundamental shift from an oil-based economy to a multisector economy.

“And the penny dropped. Like many other places in the world, and with many brands or concepts we create, success depends on internal acceptance.”

This roadmap included some of the most groundbreaking concepts known to mankind. The concept of NEOM, for instance, is a project for humanity, envisioning the future of civilization. Saudi Arabia is creating this vision as a gift for humanity, reimagining the future of water, food, hospitality, architecture and education. To my knowledge, no other country is engaging on this level for the benefit of humanity.

Reimagining the economy away from oil-based to one that focuses on tourism, entertainment and other sectors as envisioned by His Royal Highness goes to the core of what Saudi Arabia represents.

A close friend of mine works for the Culture and Development Fund, and the projects she is undertaking aim to highlight the richness, diversity, and magnificence of Saudi culture, bringing it to life as part of that vision. Architectural developments, be it in Riyadh or Jeddah or in smaller destinations like Khobar or in Yanbu, are being fundamentally reimagined to bring Vision 2030 to life.

We are fortunate to be involved in many different projects, all of which are founded on the principles of this vision. So it’s roadmap, a mandate, an aspiration.

QUO: The luxury segment is the fastest growing hospitality sector. What are luxury and high-net-worth Saudis looking for from hospitality and wellness brands?

DK: I think they’re looking to express their inner beauty and cultural richness, looking to engage – in a Saudi context – with the kinds of experiences they’ve been able to have in Paris, Rome, New York.

The Saudization programme, which aims to engage more with the Saudi workforce, is equally applied to projects like the Boutique Group’s magnificent palaces and the Red Sea development’s incredible hotels. It’s a new dimension for tourism, a new dimension for hospitality. It takes the bar and raises it and adds depth and purpose to it.

It’s not about creating greater experiences; it’s about offering different types of experiences, whether in wellness, historical tourism such as in Alula, or pilgrimage tourism, which is arguably undergoing the greatest change of all.

QUO: You have spoken on many occasions about your deep love and respect for Saudi culture and its people. How would you encapsulate it for someone who has never visited?

DK: I think it’s difficult. I’m still learning, and I learn every time I go. There are cultural mores of generosity, warmth, kindness and giving that I think are unparalleled. I’ve never encountered a culture whose core values are so focused on delivering warmth and hospitality – giving up your own bed or your last food – because that’s what the culture demands. The history of Saudi Arabia has ingrained this level of selflessness in the people. That generosity and warmth of human connection are how they live and operate.

What I’ve experienced, visiting almost monthly now, is that I learn something new each time. I am enriched by the beauty of the people and the incredible richness of intelligence and sensibilities that the Saudi people have shared with me. It’s like nowhere else.

What has been your personal favourite anecdote from your time spent in the Kingdom thus far?

My favourite experiences have been the journeys I’ve been fortunate enough to take. I’ve completed three significant journeys, all by car, traversing the Kingdom. These trips helped me understand how enormous Saudi Arabia is and how diverse it is geographically – with mountains, water, deserts and cities.

One memorable moment was driving from Alula to NEOM, where I encountered landscapes I couldn’t believe existed on Earth. The different colours of rocks and types of mountain experiences, the emptiness, and the vastness were unlike anything I experienced even driving across America. It felt like being in another world, sparking an endless curiosity almost to the breaking point. It’s also an incredible land of discovery in terms of the people I meet.

What would be your advice for any business wishing to develop relationships in the Kingdom?

I would give the advice I was given many years ago as a child by my late uncle: Go to Saudi Arabia. Find your place, find your vision and engage. Learn and understand the relatively simple complexities. There are complexities, but understand how your purpose and vision can fit into the Saudi context.

The ministries are fairly well connected and straightforward in terms of navigation. The opportunity that an entrepreneur or a larger organisation has in Saudi Arabia is as great as it could be and as great as you want to make it.

QUO Global

22nd Floor, Ocean Tower II
75/41-42 Sukhumvit 19
Bangkok 10110
Thailand

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