Skift Take
Peninsula has taken a slow, thoughful approach to expansion as other brands stamp out luxury hotels like razor blades. Key to the thoughtful brand management is the brands COO, Peter Borer, who is obsessive over brand clarity.
On Experience
Colin Nagy, a marketing strategist, writes this opinion column for Skift on hospitality and business travel. On Experience dissects customer-centric experiences and innovation across the luxury sector, hotels, aviation, and beyond. He also covers the convergence of conservation and hospitality.
You can read all of his writing here.
I’ve frequently discussed the tensions in today’s luxury hospitality market. High-end hotels were once comparable to a Saville Row tailored suit: They epitomized craftsmanship, expertise, and rarity.
Now, modern luxury brands are rapidly proliferating, not just in major global cities, but also in smaller markets. This growth has led to innovation, but has also diluted some brands. Expanding too rapidly without great care can compromise brand identity, service standards, and the intrinsic meaning of luxury. Consider brands like Chanel or Hermès. They offer consistent quality and experience worldwide. Their vision remains pure and customers always know what to expect.
Peninsula, the hotel brand, charts a distinct course. It was originally established as The Hongkong and Shanghai Hotels (HSH) in 1866. Its most iconic property in Hong Kong opened its doors in 1928.
Located in Kowloon, it now offers a panoramic view of Central Hong Kong's Bladerunner neon spectacle. Since Peninsula's inception, the brand has emphasized a long-te