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Aman aiming for urban expansion: COO Fasel

Aman is leaning toward building vertical hotels in cities rather than the sprawling properties in resort locations that have characterized much of its expansion in the past.

As the iconic brand turns 30 next year, under new ownership led by Russian investor Vladislav Doronin, it is seeking a presence in urban outposts such as New York, London, Paris, Hong Kong, Shanghai, Singapore and Sao Paolo, apart from resort destinations, Chief Operating Officer Roland Fasel told HOTELS.

The opening of Aman Tokyo in 2014 “set a clear path for the future,” he added. The 84-room hotel has high occupancy and is regularly fully booked, he said — albeit most hotels if not all in Tokyo are full due to the city’s room shortage. More interestingly, Aman Tokyo gets more leisure than business travelers, perhaps reflecting the desire of today’s luxury guests for outstanding locations globally, aside from remote spots, which the brand is famous for.

“When it comes to our vertical Amans, what matters most is being able to translate all that Aman is known for — space, privacy, supreme levels of service, design — into an urban environment,” Fasel added. “We do not specifically target business clientele, but especially with our urban property, ensure that our corporate guests are well looked after.”

Fasel added that Aman is in talks with partners for management agreements but is also prepared to acquire a resort or hotel, either fully or in a JV partnership.

“There is a fine line between guarding a brand’s core values and achieving commercial success. We have been able to find this sweet spot; treading this line carefully so that our core values remain intact." -- Roland Fasel
“There is a fine line between guarding a brand’s core values and achieving commercial success. We have been able to find this sweet spot; treading this line carefully so that our core values remain intact.” — Roland Fasel

Since its tumultuous takeover more than two years ago, Aman has become more institutionalized with not just the appointment of Fasel as its first COO, but also a head of global sales and distribution, Christina Deeny, and Chief Marketing Officer Jane Mackie to focus on strategies for increasing business, diversifying sales channels and continuing to redefine Aman’s distribution model. “We implemented a new global sales structure — something we never had in place previously,” Fasel said.

Aman now has 21 regional sales offices focusing on key markets from the West Coast of the U.S. to Scandinavia, northern India and beyond. It also works with a number of partners and booking agents, online and offline, to generate sales. Additionally, Fasel said Aman has improved its online booking engine, optimized UX and SEO, and is driving users to its site – all of which is increasing reservations through aman.com.

Other appointments included a new group director of spa, Nichola Roche, at the beginning of this year, to drive Aman Wellness, launched in May 2016. The new concept aims to deliver individual wellness immersions and group retreat experiences led by specialists in fields such as movement and alignment, yoga, mindfulness and meditation.

Aside from a the wellness focus, Fasel pointed to its new culinary concept, Nama, which was crafted over the course of 12 months, guided by Chairman Vladislav Doronin and Tokyo-native master chef Keiji Matoba. It launched Nama at four Aman destinations: Amanpuri in Phuket, Amanpulo in Palawan, Aman Summer Palace in Beijing and Amanzoe in the Peloponnese. “Following the successful launch of Nama and the positive response we have received from our guests, we will launch a Mediterranean dining concept and will reveal more details in due course,” Fasel said.

A new chief human resources officer, Debbie Cross, formerly with Shangri-La Hotels & Resorts, was appointed in May. Working closely with Fasel, she will roll out talent acquisition and HR strategies. Fasel believes technology has its place but human touch and meaningful connections are what matters most in the luxury hospitality industry.

Other hospitality brands are moving further away from those principles, he says. “This usually leads to guests and fans of that brand losing their connection and loyalty,” Fasel added. “Our staff to guest ratio is 6:1, allowing us to offer unparalleled service, unmatched by any other high-end hospitality brand. As a result, we have one of the highest rates of repeat guests in the hospitality industry.”

Asked what he considers is the biggest challenge facing small luxury boutique chains, Fasel said, “There is a fine line between guarding a brand’s core values and achieving commercial success. We have been able to find this sweet spot; treading this line carefully so that our core values remain intact. Our unique mix encompassing a deep knowledge of the hospitality industry, luxury service and with our chairman’s track record of success in business, positions us in a different league.”

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