Vice President of Global Sales at Mandarin Oriental Hotel Group, Geoffrey Webb discusses key industry trends, exciting new partnerships, and the unique sales approach of Mandarin Oriental.
With the ever-evolving travel landscape, what are some of the key trends you’re observing in the luxury hospitality sector that are impacting Mandarin Oriental’s sales strategy?
We’re noticing several key trends. One significant trend is the growing interest in multi-generational travel, which has been increasing for a couple of years now. Additionally, people are more interested in total and authentic experiences rather than just pure luxury. To cater to this demand, we’ve established several global partnerships. For example, in Geneva, we offer our guests exclusive access to the Patek Philippe watchmaking factory for high-end individual tours. We aim to provide experiences that are unique and unavailable through any other channels. For instance, at Mandarin Oriental, London, we offer our guests trips to one of the royal castles in Scotland, where they can stay overnight as guests of the castle. We’re finding that people are increasingly extending their stays. Our suite occupancy continues to grow year on year. In Abu Dhabi, for example, where we’ve renovated and rebranded Emirates Palace, we’ve introduced a club lounge. This Club Lounge, offering a premium experience, often runs 15 to 20 points above the general hotel occupancy. Guests appreciate the quality of the experiences we provide.
Luxury travelers have increasingly discerning tastes. How is Mandarin Oriental adapting its offerings and experiences to cater to these evolving guest preferences?
We stay relevant by continuously reinventing our offerings. In Dubai, for instance, our hotel performs incredibly well. We’re opening a new property in downtown Dubai early next year, which will be a part of the new Wasel town downtown. This year, we’ve already opened a new beachfront restaurant and a brand-new luxury retail concept. We ensure that our products remain fresh and current to meet the evolving preferences of our guests.
Mandarin Oriental boasts a presence in various regions worldwide. Are there any specific geographical areas that hold particular promise for future growth, and why?
We are particularly focused on the Americas, as it is the largest outbound travel market. We have spectacular locations in Miami, New York, and Boston. The Miami property will be completely rebuilt next year as two towers. New York, with its unbeatable location at Columbus Circle, is seeing considerable investment. We need a larger footprint in North America to ensure that travelers familiar with our brand request Mandarin Oriental when they leave the States and travel globally.
Building strong partnerships can be instrumental in the luxury travel sector. Are there any exciting new collaborations or partnerships Mandarin Oriental is exploring to enhance its sales reach?
Yes, we have some exciting collaborations. In Luzern, for example, Valentino has taken over a suite and converted it into a boutique Valentino atelier for their ultra-high-net-worth clients, offering a completely exclusive and customized shopping experience. We have one or two other similar collaborations in progress, but I’m not at liberty to discuss them yet. Alongside our partnership with Patek Philippe in Dubai, these collaborations are part of our strategy to enhance our sales reach through unique and exclusive experiences.
What differentiates Mandarin Oriental’s sales approach from other luxury hotel groups, and how do you leverage that to attract and retain high-value clientele?
Our sales approach is relatively traditional, rooted in the original meaning of sales—being of service. We aim to serve our clients, whether B2B or B2C, by understanding their needs and providing the best support, advice, and guidance possible. This means not just selling the most expensive rooms but recommending the right hotel or experience for each guest. We put our guests and clients at the center of all our decision-making, focusing on long-term relationships rather than transactions. We treasure these relationships, seek the best people in the market, treat them well, and strive to retain them. We trust that our business will grow year on year with this respectful, considered approach.
