Nobu Hotels combines modern cool luxury and minimal Japanese tradition into the concept of a lifestyle hotel and each property is a curated experience where every property is different. In this interview, RLI speaks with CEO Trevor Horwell about how the brand has operated during the pandemic and what lies ahead in the months and years to come.
Named one of luxury’s 25 Most Innovative Brands by Robb Report, Nobu Hotels is ranked among an elite selection of global luxury brands. The concept is built on service, image, and reputation and offers the complete spectrum of hotel, restaurant and residence management for unique projects around the world.The company has 20 hotels, 13 of which are open and operating and a further seven under development along with 45 restaurants which are situated across five continents.
Their business model is built for the long term and so while the macro-environment has sustained hits whether it was from the global financial crisis, to SARS, to Covid-19; it hasn’t changed their long-term planning.
“Our perception is one of quality, cleanliness and service and we have found in opening up our restaurants and hotels during the pandemic that our guests are returning to us with a trust based upon our commitment to their safety and comfort,” explains Trevor Horwell, CEO of Nobu Hotels.
“Our growth has been solid and in fact increased during Covid as we have found owners wanting to maximise returns in all areas including rooms and F&B where we are recognised as market leaders and where we can drive greater results than our competitors.”
Despite the pandemic that swept across the world in 2020, the company still opened three hotels, in London Portman, Chicago and Warsaw. In the coming two years, the business expects to launch additional locations in Marrakesh, Atlanta and Toronto.
Alongside these openings, Nobu is working on several new locations in the US with existing and new ownership partners. They are also seeking to enter new European markets including Portugal, France, Germany, Austria, Italy, Croatia, Serbia, Spain and Turkey.
Outside of Europe, the brand is also targeting several locations in the Middle East including Dubai, Oman, Kuwait and Saudi Arabia. Long term the Far East market presents further opportunities for the brand, and ventures are being explored in Thailand, Hong Kong and China.
“Each of our Nobu Hotels is a blank canvas and no two properties will look the same and each embraces the local spirit of the destination. A Nobu hotel is a balanced experience. The aesthetic is peaceful, understated, while also dramatic. It is a succession of drama in the public spaces and intimacy in the guest rooms,” explains Horwell.
With over five million customers visiting their locations annually, customers keep coming back because of Nobu’s great food which was a game changer more than 25 years ago. Along with this, the personal service and connection with guests on offer is what keeps customers coming back to their locations, according to Horwell.
“Thanks to the excellent marriage of Nobu San, Robert De Niro and Meir Teper which has provided the perfect bedrock for the company, we have been fortunate to have grown our hotel and restaurant portfolio with the right hotel and restaurant owners. Approximately 10,000 people are employed around the world in Nobu Hotels and Restaurants and still the brand is operated like a family as Nobu always says, we do everything from the heart and this is what brings us positive results,” says Horwell.
The business has always been at the forefront of digital adaptations and they are one of the few groups with mobile-first technology on their website. They view social platforms as an essential part of their strategy for connecting with their guests, on a social level instead of a promotional transaction. The trust and relationship with their customers is of utmost importance to them, so allowing visitors to experience a ‘social conversation’ which incorporates interesting aspects about their locations, hotels and restaurants is the main goal of their social media activity.
The core values and philosophies of the company were born out of the story of Nobu San and his personal journey. “They are not just philosophies and they were not manufactured, they are truly intrinsic to Nobu San and the way he works. They are also fundamental in the way everyone at Nobu works,” says Horwell.
These core values of family, kokoro (which means from the heart), crafting and smiling are introduced to new team members during a company induction and the team keeps these concepts alive through storytelling. The stories are based on staff interactions with Nobu San and each of the crafted experiences from the individual properties. “This way, each employee has the chance to become part of the Nobu story and above all, we deliver Nobu service from the heart and with a smile,” Horwell comments.
“Even in these difficult times, we will continue to be fully committed to our hotel and restaurant ownership partners and have complete confidence in our performance which underscores the strength of our brand and business model,” Horwell concludes.
