Four Seasons’ Ben Hallam on Asian travellers, ‘The White Lotus’ partnership and doing things with a flair

What are some key insights about the Asian hospitality market that everyone should know?
The appreciation for luxury hospitality is growing among Asian travellers. Historically, Asian consumers drove the rise in luxury products—handbags, cars, jewellery—but not luxury experiences like hotels, travel, food and wellness. We are now seeing this change. As Asian consumers resume pre-Covid levels of travel, they now see the value in immersive, one-of-a-kind travel that brings them closer to different cultures. Second, social media determines the destination du jour. Content, influencers and endorsements still drive a destination’s desirability. Asian travellers are some of the most social-first consumers in the world, and they look to social media to drive their decision-making. It’s also key to note that a destination’s popularity is no longer determined by a significant landmark. It can be anything from a restaurant to an iconic piece of street art.

How does the Four Seasons balance local cultural nuances with a cohesive global brand identity?
Luxury branding is about consistency, so we are focused on how we execute the brand, at scale, in a consistent way. Our people and our service are the best representation of the brand, so we focus a lot on our people. Everything is anchored in our brand foundations—a document that encapsulates the spirit of who Four Seasons is as a brand. There is now a physical copy of that at every property in the world, and it’s used as a North Star for how we bring the brand to life in every market. At the beginning of 2024, the team embarked on a multiyear project, looking at every single property to review how the brand came to life. This ensures each property is positioned in a way that complements our global brand direction, while still having a connection to the culture and people where it operates. As a brand, we have a creative philosophy of “lighthearted luxury” that we encourage every property to execute in its own way. This is a way we can ensure each property has its own identity, while still working towards a cohesive global brand vision.

The Four Seasons will be collaborating with HBO series The White Lotus. How does this partnership reflect emerging trends in travel and hospitality?
Film and TV shows have always had a way of sparking imagination, but the rise in destination-based shows like The White Lotus has set a new benchmark. Showcasing the idyllic destinations of Maui in season one and Sicily in season two, and the aspirational lifestyles of the key characters drove a significant amount of interest in those destinations. Seasons one and two were filmed at Four Seasons properties and we noticed the impact it had on web visits and bookings. Now, we are gearing up for the launch of The White Lotus season three, filmed at Four Seasons Koh Samui. We have been working closely with the team at HBO to create something very special, so stay tuned.

What defines a future-proof luxury brand in today’s complex market?
There is a lot of pressure on performance and demonstrating value, but luxury is about emotions. Brands who are focused on future success will continue to invest in brand experiences that connect with their customers. As Maya Angelou famously said: “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” The same is true for luxury. Next, creativity is still a luxury brand’s secret weapon. It has the ability to engage consumers in a highly competitive landscape and create a brand’s tone of voice. But good creativity is data-led. I want to make it clear that data and technology are not luxury, but they help to facilitate luxury, because luxury is about personalisation and knowing your consumer better than anyone else.

Finally, know that there is only one luxury consumer that every brand is trying to reach. Traditionally, a lot of luxury brands tended to look at their guests in the context of the category in which they operated in, but you need to keep an eye on all the brands that are trying to get your customers’ attention. There are a few brands I have been keeping my eye on lately: New Balance, for the reinvention of its product; and Jacquemus, for the reinvention of its social media content. I watch them not because we sell the same product but because we want the same consumer.

What personal values guide your decision-making process as a leader in luxury hospitality?
When I first took the role, I had lunch with Isadore Sharp, founder of Four Seasons, at his home in Toronto. After the most inspiring lunch, hearing about how and why he created the brand, I asked if he had any advice for me, the person now responsible for this legacy. He said, “Ben, just do what you believe is right.” That always stayed with me. I need to do what is right for this brand, respect its history and pioneer its future.

I believe people no longer want to engage with the formality of traditional luxury. Luxury has become a lot broader in its definition. It’s not just about luxury as a product—the hotels I stay at, the bag I carry or the airline I fly—but luxury as a reflection of your lifestyle and values. Luxury hospitality is steeped in traditions, not all of which are relevant to the next generation of guests. My decision process is always shaped by the old and the new, looking at the signatures of traditional hospitality and giving them a contemporary interpretation. I truly believe luxury hospitality will always be driven by humanity. Our brand is nothing without the people in our properties who bring it to life. We are a brand driven by data and technology, but we never use that to replace human connections—we use it to facilitate more face-to-face moments with our guests.

What do you believe has significantly contributed to your success as a leader?
I have learnt the more senior you become, the less likely you will have the right answer to everything. But people are not looking to you for the right answer; they are looking at you for direction and guidance. There are parts of every leader’s role that they are not as strong at, but that’s OK. Leadership is about guiding people to achieve an end goal, not about having right or wrong answers to every question. It takes time to understand that. I believe a role should always be a little bit bigger than your current capabilities, as it helps you grow. I have never stepped into a role and said, “I know how to do this job,” but I have always thought “I know I can do this job”—and I think that’s a good thing. After spending so many years in advertising, every brief would be assessed on “Where can we take this brand?” and “What is the potential of this idea?”

Who has been your greatest source of inspiration?
Growing up, my mum used to say: “Darling, give it more panache than cash.” While this is traditionally a line referring to money, my mum used it as a general philosophy for living. Whenever I was unsure if I could do or achieve something, my mum would use the line as a form of encouragement. I was never the smartest kid in the class and I didn’t go to the best university, but I had the right attitude, perseverance and passion. To me, passion is so important. To this day, I still use the line—or at least think about it—when I lead. Leadership is about the attitude you have, the behaviours you display and the values you keep. With a scope and team as far-reaching as mine, attitude and perspective are so important.

How do you maintain a healthy work-life balance?
I get a lot of energy from my work. I feel a great sense of pride, in being the custodian of such an iconic brand at such a pivotal time in its history. I also get a lot of energy from being around friends and family, which brings perspective to my role. I try to create clear routines in my week so that I know when I am on and off work mode. I am also clear with communicating when I am on, because I hate being the person that sits on their phone reading emails at the dinner table, but saying “No, no, I am listening to you.” My happiest place is hanging with my husband and dog. No matter what we are doing, I always feel extremely content when I am with them. They are my biggest supporters.

What legacy do you hope to leave behind?
Legacy is a big topic, but I view it in two parts. I take a lot of pride in championing the evolution of brands, transitioning them from one part of their history to another. I’d like to be known as someone who has consistently led brands to their full potential. I also want to prove that “cut-throat” doesn’t work. Michael Dell’s book Play Nice But Win: A CEO’s Journey from Founder to Leader talks about how being nice doesn’t mean being a pushover. I couldn’t agree more. In any leadership role, there are tough decisions to be made, hard conversations to be had and moments where you need to drive your team. I want to be known for doing that with humanity, humility and a bit of flair.

NOW READ

First Look: Inside Soneva Secret, the most secluded and exclusive resort in the Maldives

A weekend in Shanghai: Where to stay, eat, drink and explore

Private island resorts in Asia for the ultimate destination wedding