The challenge of building and developing an international ultra-luxury hotel company

The introduction of the speech started with a brief history of the Maybourne Group and Mr. Alden explaining that previously the company was only looking at the past, but soon realized that it needs also to look at the future. He gave an example of this by describing the development project for Claridge’s where unconventional thinking led to the addition of room keys by redesigning existing space. The group added a new basement and reconstructed space that formerly housed obsolete machinery into top level suites. “Boldness is rewarded. You will not make a difference in playing it safe or trying to be simply as good as competition.” Mr. Alden’s sentiment was evident through the group’s decision to grow each hotel individually instead of under one name or brand. This is part of their business model which is to brand the asset.

Mr. Alden spoke of three key challenges facing the industry today; Differentiation (brands, service, design, innovation), Talent (Growth, Ultra-luxury expectations), Environmental Responsibility (Key to business strategy, “Greenwash” program). In searching for new talent, Mr. Alden was happy to see eager, passionate student preparing to enter the industry.

Maybourne has a unique development plan and Mr. Alden reinforced the commitment to luxury by their growth strategy of 1-2 hotels per year for the next 10 years. He believes building a world class brand one must be: Authentic, Individual, Intuitive and Responsible. Their ideal locations are prime address in both old (Paris, New York, Milan) and new (Dubai, Abu Dhabi, Quatar) world markets, with the profile size being between 120-250 guest rooms. In expansion, there is a need to remain true to their overlying philosophy of having “An Uncommon Passion.”

Mr. Alden then kindly and eloquently answered questions from the audience.

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