As Jumeirah Group takes its renowned brand of Arabian hospitality worldwide, Karen Osman explains why the Dubai-based luxury hotel group is doing the UAE proud
I have met the executive chairman of Jumeirah Group, Gerald Lawless, on several occasions. Each time, he has referred to one aspect of Jumeirah which he believes accounts for the success of the company.
The Hallmarks, a set of three standards which the employees, or colleagues as Jumeirah calls them, live by, are quite clearly something Lawless feels passionate about. No doubt, they will play a role when it comes to the international expansion of the company — one of the group’s major focuses going forward.
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“We have developed the Jumeirah reputation around standards of service that recognise the uniqueness of our guests and the need to ensure that our culture is based on what we call our ‘Hallmarks’, which fully recognises the importance of the hospitality business — which after all is a ‘people’ business,” Lawless explains.
This reputation has been established in a remarkably short time frame. As a home-grown brand, Jumeirah has expanded significantly since the company was founded in 1997.
In addition to Jumeirah Hotels & Resorts, the company has five other divisions including its own spa brand called Talise; a residential division, Jumeirah Living; and Jumeirah Restaurants, the restaurant franchise arm.
With 12 properties currently open worldwide, including 11 Hotels & Resorts and the World Trade Centre Jumeirah Living residence in Dubai, the group has ambitious plans when it comes to future expansion.
Cherif Hosny, SVP development for the Middle East, Africa, India & Indian Ocean for the group, who is in the enviable position of expanding the luxury brand, explains the strategy: “We are continuing the worldwide expansion of Jumeirah Hotels and Resorts, with a strong focus on Asia and the Middle East.
We continue to see interesting opportunities in Europe and the Americas — in fact we have just opened Jumeirah Frankfurt and next year will see Jumeirah Port Soller open in Mallorca, Spain”.
Within these markets, Jumeirah will focus on key cities or destinations and only the best locations within these areas will be considered. With management agreements already in place for approximately 40 hotels and resorts, which includes properties already in operation, under development or in the planning stages, good relations are the foundation.
“The relationship with an owner or developer is key. We aim to establish successful relationships and this can result in multiple deals with a single owner — even before we open a first hotel with them,” continues Hosny.
And being able to offer potential owners and developers a variety of portfolio options surely helps.
“The restaurant brands that are managed by Jumeirah Restaurants are certainly an extra asset for us, as the owner or developer of a hotel has the option of setting up one of the franchises in the property.
These brands range from the portfolio of Caprice Holding brands that Jumeirah has the rights to use in the Middle East, such as The Ivy, Le Caprice and Scott’s, to home-grown brands that are licensed internationally, such as The Noodle House.”
With almost 30 years’ experience within the hotel industry, Hosny is very much on the pulse when it comes to current trends: “Some of the new markets that are interesting to developers include key cities in African countries — Ghana, Nigeria, Kenya, South Africa. Emerging markets for luxury hotel brands are also becoming more interesting for the long-term, countries such as Sri Lanka and Vietnam.
There is more and more demand for hotels and resorts that have a low carbon footprint and that are respectful of their environment. And travellers want to stay in a hotel that has a strong cultural connection with the destination, whether it is in the interior design, the cuisine, the goods on display or even in the scents of the hotel.”
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