Since the Covid-19 pandemic, the hospitality industry has transformed, altering how we travel and experience luxury. New trends like sustainable practices and personalised services are reshaping the sector.
“The nature of our business has always been dynamic,” says Oriol Montal, managing director for luxury, Asia Pacific (excluding China), at Marriott International. “But the pandemic brought about radical shifts which have changed the way in which we operate and the way in which people choose to travel.”
Montal points to fragmentation in the demographic of luxury travellers as one key change in the hospitality landscape. A recent study by Marriott International Luxury Group (MILG) on the expectations and travel preferences of high-net-worth (HNW) travellers in Asia Pacific found that there are three groups of luxury travellers today: “venture travellists”, who seek business opportunities while travelling; “experience connoisseurs”, who are millennials seeking enrichment; and “timeless adventurers”, those aged over 65 who build their own itineraries and explore places before they become popular.
“Culturally, demographically and even geographically, there is no singular description to define today’s luxury guest,” says Montal. “In catering to the needs of these emerging traveller types, across our luxury brands, we are placing a renewed focus on authenticity to help our guests connect emotionally and provide a heightened level of service and personalisation.”
The eco-conscious traveller
The report, titled New Luxe Landscapes: Emerging Luxury Travel Trends Asia Pacific, reveals that HNW individuals in the region are increasingly focused on sustainability. Four-fifths of the travellers surveyed considered a hotel’s green practices when choosing where to stay. Around 40% preferred hotels with designs that blend seamlessly with the local environment.
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“The eco-conscious traveller is also mindful of limiting food waste and supporting the local community,” says Montal, pointing out that the report showed 43% want to see hotel restaurants offering locally sourced food products and a further 35% expect to see effective management of food waste.
Marriott International’s vision is to reach net zero by 2050. Guided by its sustainability and social impact platform, “Serve 360: Doing Good in Every Direction”, the group has implemented several sustainability initiatives in its hotels across the region. These include the JW Garden at JW Marriott Khao Lak, marking the first full farm model outside North America. The 27-acre organic garden is home to over 200 edible plants and free-range-bred fowl species.
In Singapore, Marriott International has partnered with Australian restaurateur and chef Josh Niland to create FYSH at The Singapore Edition. This seafood-focused steakhouse embraces a fin-to-scale concept, utilising every part of the fish in its dishes, complemented by responsibly sourced vegetables and meats.
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Longer, higher-quality stays
“Whether it’s discovering new culinary experiences, travelling with their family or friends, or looking to forge connections with the local community, there are varied motivating factors for why luxury travellers travel these days,” says Montal.
MILG’s research found that Asia Pacific’s HNW travellers are taking longer, more frequent trips and “immersing themselves into the communities they visit”. Instead of making rote visits to the usual tourist spots and collecting ordinary souvenirs, travellers seek “deep connections”, particularly with the people and cultures they encounter. “A true measure of luxury is taking their time to create long-lasting memories and experience a personal affiliation with the locals they meet,” says Montal.
The report also highlights an evolution in “bleisure” travel. Originally referring to the blend of business and leisure, bleisure now encompasses travellers who seek destinations that offer leisure activities and present potential business opportunities.
These are the so-called “venture travellists”, who are always on the lookout for “immersion with intent”. Eight in 10 in this category prefer less developed and frontier locations; they may also visit a secondary destination to conduct their business, with an eye on venues “conducive to productive conversations”.
Although they are first and foremost work-minded, these travellers still prioritise quality, going “to great lengths to ensure their trip is luxurious, consistently excellent and comfortable”.
Meeting the needs of this group of luxury travellers, the Ritz-Carlton, Fukuoka, Japan, for instance, allows guests to experience the Hakata-Ori craft workshop; a cultural immersion into the heritage of Japanese textile traditionally used for kimonos. This same weaving technique also inspired the interior design of the hotel, where folding screens, sculptures, paintings, and woven textiles by local artisans are intermingled into the overall design narrative.
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From a culinary perspective and in reflection of Fukuoka’s vibrant food culture, lending from its historic key waypoint of the Silk Road trade route, three of Japan's finest culinary traditions—kaiseki, sushi, and teppanyaki are showcased at the stylish Genjyu, while sustainably produced local ingredients are transformed into creative farm-to-sky Western cuisine at Viridis.
As an emerging destination, this getaway offers proximity to historic places such as the 12th-century Shofukuji temple and the Fukuoka Castle ruins. As a ‘Venture Travelists’ looking for a fresh perspective to Japan, the Ritz-Carlton Fukuoka offers a true authentic and 360s immersive experience.
Food, events and technology
One thing that has not changed among travellers is their focus on good food. For many in the luxury segment, fine dining is a key part of a great travel experience. According to MILG’s research, over 80% of respondents would choose a destination based on its celebrated or award-winning restaurants and 35% would spend more on unique culinary experiences. Nearly half consider a fine dining experience “an ideal night out”.
Events also drive travel. Alongside the revival of the hospitality industry, the live entertainment and MICE (meetings, incentives, conferences and exhibitions) sectors are making a strong comeback. The Taylor Swift concert in Singapore earlier this year exemplifies how a single event can boost a country’s economy, particularly in tourism and hospitality. With Singapore securing a deal to make the city-state Swift’s only stop in Southeast Asia, the concert quickly sold out all six shows. Consequently, Singapore’s average hotel room rate surged 14.3% from the previous year and tourist arrivals reached over 1.4 million in March, setting a new post-pandemic record.
Like live entertainment, MICE events also have significant potential to boost the economy. In March, the Singapore Tourism Board (STB) launched the first of six global campaigns to position Singapore as the “world’s best MICE city”. The campaign focuses on how business events can create and sustain a positive, lasting impact.
Montal notes that STB’s movement synergises with Marriott International’s “Serve 360” platform, “where leading with positive impact is one of several key culmination of Marriott International’s values”.
“For example, we’re the first hospitality company to incorporate neuro-inclusive practices at Marriott-hosted customer events of 250 people or more globally,” he points out. This commitment comes as part of a partnership with The Neu Project by Google’s Experience Institute. The initiative seeks to “share resources designed to accommodate better and create a more inclusive experience during meetings and events for neurodivergent attendees”.
Whether hosting a business event or enjoying a staycation, Montal notes that today’s guests seek technology that provides personalised services and tailored interactions. By tracking guests’ preferences and behaviours, such technology can provide data to inform improvements and optimisations.
On the potential impact of AI on the hospitality industry, Montal says: “We are excited about the opportunities AI brings that will result in a better customer experience, but our approach is always to leverage technology that complements and enhances — not replaces — the human interactions between our guests and associates.”
He sees new technologies as a means to further and improve the group’s offerings. “Marriott International’s luxury properties are defined by bespoke services and superb amenities and we believe that technology can be used to better deliver both,” he adds. For example, functions within the Marriott Bonvoy app help free up hotel employees for more meaningful interactions and time with guests.
Montal emphasises that the priority remains on ensuring the teams deliver service with empathy and a thorough understanding of guests’ desires and needs. For travellers, “the meaning, motives and methods behind their experiences are shifting in sync with the world around them”, he says. This comes as they “look to destinations, initiatives and hospitality venues that allow them to align their values with their travel expectations”, he adds.
