Pre-opening rush in Spa & Recreation

Why travellers are opting for boutique travel experiences over all-inclusive mega-resorts

The respected leader of one of the most loved UK brands explains how applying multi-generational approach in hospitality result in business development and fostering connections.

As a visionary leader with deep expertise in sales and marketing, Holger Jakobs is charged with the group’s execution of commercial initiatives and strategies including revenue optimisation, global sales, digital marketing, loyalty, brand extension and communications. Can you share with us what makes Wharf Hotels unique in the way it approaches sales and marketing within the hospitality sector, and what brought you into this leadership role?  HJ: Across Wharf Hotels, our commercial teams consist of dynamic professionals who offer a comprehensive range of capabilities, and are practiced in sales, revenue management, e-commerce and marketing strategies.   Our approach is a blend of strategic vision, agility, being customer oriented, having an entrepreneurial spirit, as well as a deep understanding of the evolving market landscape.  With 16 hotels under three brands – Marco Polo Hotels, Niccolo Hotels and Maqo – in Wharf Hotels’ portfolio, one of our greatest strengths is the ability to be agile and make swift decisions.  Our leadership structure at Wharf Hotels is deliberately flat, fostering agility and flexibility.  This setup allows us to implement changes and adjustments in real-time without the hindrance of excessive bureaucracy.  Consequently, proactive solutions are not obstructed by the red tape of larger corporations, enabling us to address issues quickly and decisively. Prior to joining Wharf Hotels, I held the position of Vice President Sales & Marketing Asia for five years at Mövenpick Hotels & Resorts, based in Bangkok, Thailand.  During the company’s high growth period, I set a high-performing sales culture and oversaw the group’s sales and marketing function for the existing portfolio, and thirteen new hotels across Asia Pacific. I have also held corporate and property roles with St Regis, Starwood Hotels and Resorts and Six Senses across China and Thailand, including leading international delegations, cultivating corporate account relationships and enhancing guest experiences. Wharf Hotels has a strong presence in its communities. Could you tell us about some recent initiatives or partnerships that the brand has undertaken to give back to local communities? HJ: Wharf Hotels, similar to any business, affects the communities in which our properties are situated.  Therefore, we endeavour to ensure that our impact on the environment and society is beneficial.  We proudly communicate this fundamental value to our guests and colleagues, as it is essential to consider the well-being of all stakeholders.  Examples of recent outreach programmes, our Marco Polo Hotels have initiated, include: Marco Polo XiamenIn collaboration with the Houjiang Community volunteer team, the team from Marco Polo Xiamen visited Ding'an Nursing Home to celebrate the Mid-Autumn Festival.  Mooncake gift boxes were distributed to the elderly residents to share warmth and joy during the auspicious occasion.Marco Polo Ortigas, ManilaA team of staff members from Marco Polo Ortigas, Manila visited Tahanan ng Pagmamahal (House of Love), an orphanage in Pasig City, gifting 40 boxes of essential items such as notebooks, socks, pencils, body wash, milk formula, diapers, medicine, toys, and shirts, collected from colleagues and partner – JS Unitrade.  More than just a day to give back, the visit was an opportunity to witness the incredible work the orphanage does to guide, support and nurture underprivileged children. The holiday season is a special time for hotels and travellers alike. How does Wharf Hotels create memorable holiday experiences for guests, and what role does your team play in capturing the festive spirit? HJ: The upcoming festive season provides a prime opportunity for community engagement. Many of our hotels will host tree lighting ceremonies and invite clients and guests to year-end gatherings. The festive atmosphere will be enhanced by performances from local school choirs, Christmas-themed afternoon teas, and collaborations designed to attract local interest and participation. Concurrently, holiday deals and initiatives will be actively promoted.  Seasonal gift vouchers, holiday menus, and festive decorations will offer guests a comprehensive holiday experience. With an increasing focus on sustainable and responsible tourism, how does Wharf Hotels balance festive celebrations with a commitment to community and environmental responsibility?  HJ: As hoteliers, we must consider what eco-friendly hotel practices we can implement to be sustainable, such as energy efficiency, water consumption, waste, and so on.  Just last year in March, eleven of our 16 properties were brought under Global Hotel Alliance’s (GHA) Green Collection.  Hotels in the Green Collection are in line with Global Sustainable Tourism Criteria (GSTC) guidelines, and have attained at least one globally recognised certification from leading entities, including EarthCheck, Green Growth 2050, Green Key, and Green Globe. More recently, and in September this year – Wharf Hotels rebranded Marco Polo Hotels. Aside from addressing the evolving behaviour of guests, we focused on three core pillars — Enrich, Connect, and Responsible — to help define the essence of the brand. Enrich delivers memorable experiences through comfort-focused facilities, such as the guestrooms and Continental Club – a separate space for travellers to enjoy private check-in and check-out, complimentary refreshments, and work spaces.  Guests can also anticipate delightful culinary options with the addition of SAVVY, a contemporary restaurant with shared plates and Italian-inspired cuisine. Connect emphasises the convenience of our hotels, providing easy access to neighbourhood culinary experiences and cultural attractions.  Additionally, they are natural gathering hubs for business and social meet-ups. Responsible highlights our focus on wellness and sustainable activations, such as biodegradable amenities; sustainable seafood and farm-to-table dining – where possible; energy-efficient initiatives; as well as benefiting communities and the environment for the long term. Looking ahead, what are some key strategies or innovations you’re excited about at Wharf Hotels for fostering deeper connections with communities and enhancing the guest experience during holidays and beyond?  HJ: It is essential that we, as a hotel company, go beyond merely providing comfortable accommodation and an array of amenities.  Our goal is to cultivate a sense of community among our guests by continually developing new methods to make them feel at home and more connected with others than ever before. Our hotel brands feature a loyalty programme that is part of the Global Hotel Alliance DISCOVERY initiative.  Members benefit from recognition, advantages, and rewards at over 800 hotels across more than 100 countries.  Upon enrolling, members can immediately earn DISCOVERY Dollars, which can be used for dining, accommodations, upgrades, and local experiences.  These activities reveal the hidden gems of the neighborhood, offering a genuine and immersive experience that highlights the destination's culture and atmosphere. Examples include: a)       Private access to the Alegre guitar factory and its workshops in Cebu to witness the actual guitar-making process (arranged by Marco Polo Plaza, Cebu) b)       A private guided tour of historical Yan Jiang Avenue in the Hankou district of Wuhan, which was built by the British in 1905 (arranged by Marco Polo Wuhan) c)       A private guided tour of Beijing’s Hutong street after a local breakfast, and traditional Pekinese dumpling making session with a local family (arranged by Marco Polo Parkside, Beijing).