In hospitality, global expertise often gets the spotlight, scale, systems, and brand recognition. But in practice, none of that matters if you’re not tuned in to what’s happening on the ground.
At Radisson Hotel Group, we don’t see “global” and “local” as opposing forces. There are two parts of the same engine. Our global reach gives us structure, consistency, and the ability to move at pace. But it’s local knowledge and real, on-the-ground insight that makes any of it meaningful.
Nowhere is that truer than in Asia Pacific. This isn’t one market. It’s a patchwork of cultures, economies, guest expectations, and ownership models. What moves the needle in Jakarta might not land at all in Adelaide; understanding that and building for it is where the work begins.
That’s why we don’t take a copy-paste approach to development. Sure, we bring global standards and systems. But we apply them with nuance. In Vietnam, our recent growth has been shaped by domestic travel trends and innovative local partnerships. In Australia, we’re responding to a more mature market that’s shifting toward lifestyle brands and sustainable operations. And in Thailand, where tourism is both a cultural and economic cornerstone, we’re deepening our footprint by working closely with owners who understand the rhythm of the local market, whether in urban centers or emerging leisure destinations.
But you don’t figure this out in a boardroom.
You learn by showing up. By listening to local teams, meeting owners, and sitting with stakeholders, you can pick up on things that data can’t show you. That’s the part of my job that matters most: understanding what makes a partnership sustainable.
This approach is shaping how we grow. Over the past year, we’ve signed hotels in destinations that barely registered five years ago. Why? Because we took the time to listen and adapt. We worked with people who knew their market better than anyone, and we built around their insight, not over it.
When we say we’re partner first, we mean it. Our success across APAC is directly tied to the success of the owners, investors, and communities we work with. We’re not in the business of dropping in a blueprint and walking away. We’re here to co-create something that lasts.
A global vision gives you reach. But if it’s not rooted in local understanding, it won’t land. That’s not just strategy. It’s common sense. And it’s precisely how we plan to keep growing, market by market, partner by partner.
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