3 questions for Vivien Ivanyi, an expert in brand management and development in the luxury and hospitality sectors
What are customers’ expectations today in a luxury hotel?
Vivien Ivanyi: Firstly, I would say the hyper-personalisation of the services offered. Customers want holidays that suit them, with tailor-made options, but above all, they want to be recognised. This attention must remain genuine, provided with finesse and discretion, without ever being intrusive. Secondly, I’d say well-being. Customers no longer simply expect a spa. Demand is shifting towards a holistic approach that is integrated into the entire stay. For example, a focus on longevity, stress relief, sleep, mental well-being, nutrition or reconnecting with nature. Finally, there is a search for immersive, unique experiences that are rich in emotion and strongly rooted in the local area. When they return home, customers want to be able to share a memorable story.
How can luxury hotel owners and operators stand out from their competitors in 2026?
Vivien Ivanyi: Clearly defining your unique selling points is essential. The aim is to build a strong, consistent identity that is difficult to imitate. Furthermore, it is crucial to invest in talent development and corporate culture, i.e. human capital. In the light of the growing number of technological solutions and automation, hotels have a real opportunity to refocus their service on what creates a luxury excellence and on customer expectations. There is a rapid increase in the use of AI to plan holidays. It is therefore crucial to refine your image and visibility online. Establishments must develop a robust digital strategy and high-quality content (photos, virtual tours, reviews, videos, storytelling) for their websites and social media accounts.
Are partnerships, particularly with brands, a good way for luxury hotels to break new ground?
Vivien Ivanyi: I believe a lot in the potential of partnerships. They can be a real means of setting yourself apart, not just for creating unique experiences or for demonstrating your commitment to CSR, but also as a business accelerator. When designed well, they can increase the intention to book, influence the choice of brand, encourage longer trips, justify a premium price and increase loyalty. But we need to ask ourselves some questions first: Are our values aligned? What is the added value of a partnership? What are our shared goals? What would a successful collaboration look like and how can we measure it? In the end, the success is dependent on rigorous planning, smooth integration into the customer journey and regular monitoring. We can also be very creative. A partnership could take the form of an event, an F&B offer, the development of a new service or even an initiative to support a cause. There are many possible fields of expression.
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