INTERVIEW - BOB VAN DEN OORD, CEO, LANGHAM HOSPITALITY GROUP: "WE ARE WELL PLACED TO REACH THE 50-HOTEL MARK IN FIVE YEARS"
The year 2023 marked the appointment of Bob van den Oord as CEO of Langham Hospitality Group, succeeding Brett Butcher, who held the role since 2019.
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INTERVIEW - BOB VAN DEN OORD, CEO, LANGHAM HOSPITALITY GROUP: "WE ARE WELL PLACED TO REACH THE 50-HOTEL MARK IN FIVE YEARS"
The year 2023 marked the appointment of Bob van den Oord as CEO of Langham Hospitality Group, succeeding Brett Butcher, who held the role since 2019.
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Catégorie : Monde - Interviews et portraits
- Interviews - Les Leaders du secteur
Interview de Sonia Taourghi le 12-01-2024
With more than 30 years experience in the hospitality industry, Bob van den Oord was appointed CEO of Langham Hospitality Group in 2023. The Chinese group, spanning across 32 hotels across four continents, is keen on making an impact and sets its own footprint wherever it operates.
Having spent the last 20 years climbing the ranks within the Langham Group, between Hong Kong and London, it's fair to say Bob Van der Oord knows the company, its ethic, its vision and, in his own words "hope to continue in that capacity by elevating Langham brands and further positioning them to capitalise on the renaissance we’re seeing in the hospitality industry".
His career led him to manage three property for the group; Eaton Hotel in Hong Kong, the Langham Hotel in Hong Kong, and the Langham Hotel in London, before leading the group's operations as Chief Operating Officer and as Vice President, Operations for the last four years.
As he settled in the role last September, Bob van der Oord agreed to answer our questions and share what this new chapter means for both the group and himself.Journal des Palaces: You've just taken over as CEO of Langham Hospitality Group. What does this promotion mean to you?Bob van den Oord: In my 20 years with the group, I’ve seen it transform from an owner-investor with a handful of hotels in select markets to a world-class operator with hotels across multiple segments and geographies. I’m profoundly honoured to be leading the outstanding teams and individuals who made and continue to make our remarkable progress possible.You have been with Langham Hospitality Group for almost 20 years. How do you see Langham Hospitality Group developing?We have four hotel brands under the group – The Langham Hotels and Resorts, Cordis Hotels and Resorts, Eaton, and our latest brand, Ying’nFlo. Together they offer enormous breadth in terms of what we can do from a development standpoint.
As for our scale, we have 32 Hotels in operation and 12 in the pipeline. So we are not the largest group, but are large enough to create a movement – yet small enough to ensure that movement comes to life in a way that is tangible, consistent and resoundingly authentic.
I am confident that, with our rich brand portfolio – which also includes some phenomenal culinary and wellness brands – our healthy pipeline and our aptly suited scale, we are well placed to reach the 50-hotel mark in five years.What are your goals as CEO?My preceding roles saw me personally involved with strategically shaping some of our brands into what they are today, and as CEO I hope to continue in that capacity by elevating our brands and further positioning them to capitalise on the renaissance we’re seeing in the hospitality industry.
At the same time, I would like to see us strengthen the impact of our culinary leadership. We have seven Michelin stars, four Black Pearl Awards, numerous destination bars and truly fantastic restaurants led by globally renowned chefs, such as Michel Roux, Tom Aikens, Masaharu Morimoto and soon Jean-François Piège. We need to leverage this advantage and build on it.
I also plan to up our commitment to sustainability through our Earthcheck certification and benchmarking programme, plant-based and sustainable sourcing efforts as well as our sustainable waste management and related employee training schemes. Such initiatives are not only good for the planet but will have tangible benefits for our business.
Digital innovation is another area where we’ll continue to make progress. We are now actively using big data to better serve our guests in a way that is comprehensive and always-on. This has been facilitated by everything from our new CRM platform, to our new ERM tools, to our recently updated PMS and POS systems. Our advancements in this space will no doubt continue.
Last but not least is our culture. As a group, we have a unique way of operating that was born out of our British roots and Asian hospitality offering. It’s an approach we call The Langham Way and manifests itself as a highly authentic and unpretentious form of hospitality. The Langham Way influences everything from how we service our guests to how we treat and support each other as colleagues, and it needs to take a front-row seat. This is largely because, in a world of automation and ChatGPT, people are more than ever looking for authenticity and a personal touch. It’s where we excel.How would you like the Group to evolve? What aspects would you like to develop or create?Our evolution is a constant process and, in the coming years, will be the product of the goals I have outlined as CEO. But in evolving, we must remember to stay true to our roots. This is a key aspect of authenticity, a trait that is central to who we are.Langham Hospitality Group has announced a major expansion plan in China. What does it involve?We are from China so we know the market well and have already established a strong presence there for all of our brands. For those reasons and others, China is an important strategic pillar of LHG’s overall footprint and growth strategy – It accounts for 50 percent of our portfolio and eight out of the 12 hotels we have in development.
In terms of further expansion, we see ample opportunities in Tier 1, Tier 2 and Tier 3 cities. Some specific locations we’re exploring include Chengdu, Nanjing, Chongqing, Shanghai, Xiamen, Hangzhou, Xuzhou, Zhuhai, Kunshan, Xi'an and Guiyang. We are especially excited about expansion opportunities for our latest brand, Ying’nFlo, which encompasses a midscale hospitality offering that centres on a sociable lifestyle, accented with emerging art and music.What is your strategy for continuing to grow the Group?To continue to grow effectively, we will need to leverage and amplify the unique attributes of our four hotel brands, capitalise on our culinary and wellness excellence, experiment with new operating models, and explore new retail options like cooking schools and other experiential establishments. At the same time, we need to use the latest technologies, and customer engagement tools to further The Langham Way of hospitality in a way that is true to form.What are your next development projects? What destinations are you targeting?Come 2026, you will see us unveil new branches of The Langham in Venice, Riyadh and Seattle. Between now and then, you will also see us unveil new hotels under our other brands, many of which will be in China. We are also looking at doing more in Southeast Asia.Because of your history, you have a strong presence in Asia and have started to expand in the United States. However, you only have one hotel in Europe. What are your plans for Europe?The focus now is on The Langham, Venice. The hotel is housed in a 15th-century glass factory on Murano island, which is a renowned heritage site and cultural landmark. The architect behind the project is Matteo Thun, who has extensive experience with heritage projects and is well on his way of realising our shared vision of a one-of-a-kind property with international appeal.
In that sense, The Langham, Venice, will be similar to The Langham, London, the development of which was also an exercise in careful craftsmanship.
Looking ahead, we are in the process of assessing equally iconic locations in Europe for development. We are also assessing some urban centre locations.Can you tell us more about the Cordis brand? What standards do you set? How do you position it in your portfolio in relation to Langham?Cordis, which we launched in 2015, is aimed at the upper upscale segment. The 5-star brand delivers heartfelt experiences that are less formal and deeply rooted in local and highly personalised experiences. Its signatures include local neighbourhood tours, local art and a strong emphasis on the physical, social and emotional well-being of guests.
By contrast, The Langham is squarely aimed at the luxury segment. It delivers exceptional, personalised and unpretentious hospitality experiences in a way that is elegant, authentic and even a little playful. Its signatures include its service stylists, pink rose flowers, afternoon tea, ginger flower fragrance, fine art offerings, destination bars and exquisite private clubs.
Both brands share our Chuan Spa offering, and both are purveyors of our world-class Chinese cuisine, which we are on a mission to promote globally.Cordis has seven hotels, including six in China. How do you want to build the brand in the future? Are you targeting other countries in Asia, or even other continents?We see strong potential for the Cordis brand across all four of the continents where we operate.What advice would you give to a young person looking for a career in the luxury hotel sector?Take steps to cultivate a combination of passion, dedication, and a commitment to exceptional service. Start by establishing a robust educational foundation in hospitality management. Then, actively pursue internships or entry-level positions with renowned hotels to acquire hands-on experience and valuable insights. In doing this, be sure to develop strong interpersonal and communication skills, coupled with a genuine desire to consistently surpass guest expectations. At the same time, foster the habits of continuous learning, staying attuned to evolving industry trends, and adapting to the ever-changing needs of hospitality. Also, embrace the importance of networking – Proactively build relationships within the industry to unlock doors to compelling and rewarding career opportunities.
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