Case Studies and Best Practice Examples of Luxury Tourism

Abstract

Successfully implemented strategies in the field of luxury tourism show that the demanding, experienced guest demands authenticity, sustainability, individual and personal service, discretion and paparazzi freedom as well as time and space. Proven experts in the field describe in detail and thematically divided into individual case studies which parameters need to be taken into account. Oman is regarded as an example of a destination that has been combining sustainability and luxury travel for many years. Dirk Gowin explains this phenomenon from the perspective of a tour operator specializing in luxury travel. Marc Aeberhard illuminates two very different hospitality concepts from the point of view of the internationally experienced hotelier—an island paradise in the Indian Ocean with a unique selling point and a monastery hotel in the Swiss Alps as a true retreat, perhaps with “no frills,” but with all the more room for the luxury of freedom of thought. Brett McDonald (Botswana) and a consortium of authors led by Sergio Comino (Venice) write about accommodation concepts in nature on the phenomenon of “glamping.” Markus Krall, a long-time expert for super yachts, illuminates impressively the phenomenon of large private boats. This chapter is rounded off by a contribution by top Swiss chef Andreas Caminada, whose restaurant was awarded three Michelin stars and 19 Gault Millau points, on F&B’s role in luxury tourism.

1 Luxury Travel from the Tour Operator’s Point of View Using the Destination Oman as an Example

• Dirk Gowin 

1.1 Luxury Tourism: Facts and an Elastic Term

For a long time, luxury tourism was regarded as individual tourism that only the rich could afford. But this has changed with growing incomes and the prosperity of broad sections of the population. Internationally, around 190 billion euros in sales were generated in this growing segment in 2017. And it is no longer just the 20,000 five-star hotels worldwide that characterize a luxury vacation; today it is also the individual, exclusive experience offers at a higher, but quite bearable price.

The luxury tourist travels on average three to four times a year, preferably in spring, autumn, and winter, for 10–12 days and spends between 5000 and 12,000 euros per person. And at the “Marriott President Wilson” in Geneva, you can spend a night in what is probably the most expensive suite in the world for as much as 80,000 US dollars. And the Germans’ favorite luxury expense, even before jewelry and watches, are vacations and traveling (see Statista 2018; Buck and Ruetz 2018), with the desire for very special and long-term, meticulously planned, unique travel experiences such as cruises, cultural tourism or slow travel, which serves as a magic wand against everyday stress, generally increasing.

1.2 Luxury Tourism in Transition: Longing for Simplicity

The author’s experiences after almost 30 years of passionate work in luxury tourism and the results of various customer surveys, analyses, and studies prove the paradigm shift of luxury customers in terms of vacations. At Select Luxury Travel it can be observed that more and more wealthy and so-called insider tourists, especially those of Generation X (36–55 years of age), are interested in discovering destinations that have retained their authenticity and are ecologically sustainable. So, a new type of travelers, those who want to live like the locals. Looking for the unique, preciously simple experience, for time to breathe in nature and for cultural and culinary pleasure—in other words, always looking for special experiences in a peaceful paradise. More and more ultra-rich people, too, appreciate the kick of a special, original ambience without showing off and pomp, and prefer smaller boutique hotels that offer the comfort of five-star hotels, resulting in a fundamental reorientation of offers in the hotel sector. All this places special demands on the travel professional, who has to meet the demanding needs optimally. Travel in the luxury segment is predominantly planned and booked face-to-face with travel experts—a gratifying development for tour operators.

1.3 Oman Tourism: Rapidly on the Upswing

Away from mass tourism, the Sultanate of Oman (with roughly the same area as the Federal Republic of Germany) and the Middle East in general rank in the top third of the “bucket list” of luxury travelers in terms of demand and this mostly as a second trip (another trip in addition to the main vacation) with an average travel duration of 8–10 days and a share of about 22–24%, almost on a par with Southeast Asia, South Africa, the Indian Ocean, and the Caribbean—followed by Western Europe, the Pacific, and North America.

In addition to oil and gas production, fishing, agriculture, and trade, Oman also focuses on soft tourism. Thanks to the petrodollar, people can invest heavily: The future program of the Ministry of Tourism of Oman envisages the provision of around 3000 new hotel rooms by 2020. By 2040, 5 million guests are to be accommodated and 500,000 workers (mainly Omanis) are to find employment in the tourism sector (German-Omani Society). Oman aims to grow in the luxury segment and especially in the areas of family, study, sports, and business travel (MICE). The Sultanate does not want to become a mainstream destination and regulates the inbound via consistently higher to very high pricing.

1.4 Expansion of the Ultra-Luxury Segment

In Oman, five-star luxury tourism has almost doubled within a decade since 2008. Higher growth in this segment is to be promoted with ambitious projects. One of the most important current investment projects is “The Wave Muscat” (Al Mouji Muscat)—it is labeled as an “integrated tourism project” and is a combination of housing for the Omani population and hotel resorts for tourists. This new 2.5 million m² district on the Gulf of Oman has a 6-km-long beach, an artificial reef, the luxury hotels Kempinski and Fairmont, luxurious villas, apartments, townhouses, lifestyle shopping malls, marina, 18-hole golf course, parks, and playgrounds to meet the needs of rich travelers. Majid Al-Futtaim Investments from Dubai (“Mall of the Emirates” project) and two government-owned companies of the Sultanate of Oman have designed this ultra-luxury resort to catch up in the internationally prospering luxury tourism segment, looking at the successful United Arab Emirates and to keep the younger generation of Omanis in the country.

The simplified entry policy with Visa on Arrival directly at the airport makes it particularly easy for tourists to visit Oman. A high-level infrastructure is in place. A well-thought-out and planned traffic system with roads (1000 km of comfortable motorway from the capital Maskat to Salalah), airports of the renowned airline Oman Air, luxury vehicles, and a very good hotel infrastructure in the high-end sector make Oman an attractive travel destination.

An overview of the current development of inbound and outbound tourism in the period 2009–2017 with a breakdown of the number of travelers by destination to Oman can be found in Figs. 1, 2, and 3.

Fig. 1

Inbound tourism 2009–2016. Quelle: Ministry of Tourism, Sultanate of Oman (2016a)

Fig. 2

Outbound tourism 2009–2016. Quelle: Ministry of Tourism, Sultanate of Oman (2016a)

Fig. 3

Number of tourists to Oman from 2011 till 2017. Quelle: Ministry of Tourism, Sultanate of Oman (2016a)

1.5 Tourism in Oman: Traditional, Diverse, Cosmopolitan

Tourism in the Sultanate of Oman (about 80 times the size of the neighboring UAE in terms of area) is deliberately cosmopolitan and based on the principle of tolerance traditionally anchored by religion in society, the economy, and foreign policy (75% of the population belongs to the Islamic branch of Ibadism).

Oman focuses on sustainable and high-quality eco-tourism. The country offers the best conditions for this. The people are wealthy and hospitable, crime is virtually nonexistent. An ideal, safe, and almost museum-like destination, with lots of exoticism, great culture and history, varied nature, wildlife, dream beaches, original souks, the scent of incense and spices, wonderful cuisine, warm hospitality, and an attractive range of top luxury hotels for premium travelers. Over 1000 forts, castles, and watchtowers can be found in the desert landscape. They once guarded oases, coasts, harbors, date plantations, and caravan routes. This fascinating variety of landscapes with deserts and oases, around 2000 km of coastline and the impressive Oman Mountains with its highest mountain, Jebel Akhdar (around 3000 m.a.s.l.), which are popular with nature lovers and round-trippers, make it one of the most varied destinations in the world.

1.6 Destination Oman: Firmly Anchored in the Program of Tour Operators

Since the mid and late 1990s, Oman has been a permanent feature of luxury tour operators. At that time the Sultanate opened to tourism. The road was rocky—the Gulf War brought losses after 2001, many organizers had canceled Oman again—but for Select Luxury Travel Oman as one of the top luxury destinations in the world has always been an integral part of the program without interruption. With a lot of intuition, thoughtfulness, and creative commitment, Sultan Qabus has managed over the last few years to let tourism in Oman grow slowly and cautiously and to establish it as a new source of income. The Ministry of Tourism was created. It is also worth noting that about half of government revenue is invested in education as the key to success and health, thus benefiting the “ordinary citizen.” The requirements demand economical energy consumption, an environmentally friendly construction method with buildings that cannot have more than 12 storeys. High-rise buildings and skyscrapers made of steel, glass and concrete, mega-buildings such as huge malls and fun parks such as those in the UAE are therefore sought in vain, houses are built consistently in the Omani style.

The Luxury Hotel Industry in Oman

The Intercontinental Muscat, the Al Bustan Palace Hotel, and the Ritz Carlton, which is still a guest house for state visits today, were the first hotels in the premium class. In recent years, substantial investments have been made in the hotel infrastructure. Surrounded by magnificent gardens and spacious parks, the following hotels belong to the five-star category: The Chedi, Six Senses, Shangri-La, Grand Hyatt, Anantara, Alila, Fairmont, Ritz Carlton, Intercontinental, Hilton, Rotana, Marriott, Mövenpick, and the Kempinski.

This creates the best conditions for luxury tourism and also for discerning round trip guests there is now the possibility to enjoy the luxury of five-star hotels in Maskat, on the Musandam Peninsula, in the Hajar Mountains, in the desert, or in the south on the beach of Salalah.

Select Luxury Travel works exclusively and on a long-term basis with local partners. In regular exchange, we learn from each other and create lasting values. Select Luxury Travel realizes trips to Oman on an individual basis. In addition to luxury hotel travel, the agency as a global provider is also geared to the increasing demand for luxurious, emotionally complex, and individualized travel routes (experiential travel), the requirements of travelers are competently planned and implemented. Oman sets the standards for an ideal luxury destination of modern character, which Oman Tourism officially describes as follows (Ministry of Tourism, Sultanate of Oman 2016b):

Beauty Has an Address: Oman

Our call to action is used to convey the message: there are moments in Oman that make you realize beauty has an address. This includes tangible and intangible visitor experiences from world-class scenery to the sparkle of meeting enchanting people.

Our Mission

Providing professional high-quality services to diversify our economy and to create jobs by offering the world enriching tourism experiences with Omani personality.

Our Vision

Providing services efficiently and effectively for Oman to become, by 2040, a top-of-mind destination for vacations, discovery, and meetings, attracting international and local tourists annually.

This philosophy means for Select Luxury Travel, as a committed and service-oriented luxury tour operator in Oman, to successfully transform the creative ideas and wishes of its customers into dream vacations. The agency also supports sustainability projects such as the protection of turtles and the avoidance of plastic waste.

2 Destination and Luxury Hotel: Frégate Island Private/Seychelles

How Much Man Can Nature Take?

Marc Aeberhard

Figure 4 shows a place not far from Mont Signal, the highest elevation on Frégate Island. These granite rocks have towered from the (present-day) Indian Ocean for hundreds of millions of years and created the basis for the unique fauna and flora on the island.

Fig. 4

Best practice: Frégate Island Private, Seychelles

2.1 Forgotten by Evolution

In the geological history of Frégate Island lies probably the real fascination and therefore the real treasure that there is for the world to preserve: Located in the archipelago of the Seychelles, about 50 nautical miles north-northeast of Mahé, the main island, Frégate is a small granite island of about 3 km² in the middle of the Indian Ocean. When sometime between Carboniferous and Jurassic times, about 180 million years ago, the ancient continent of Gondwana drifted apart and formed the basic structure of today’s known continents, some small splinters remained in the Indian Ocean, which did not really want to decide in which direction they wanted to go, and thus simply stayed where they had always been. And while tectonic plate shifts folded, leveled and flooded mountain ranges, plains, oceans, hills and then unfolded them again, the granite islands of the Seychelles remained erratic blocks and small islands, where evolution developed—or rather did not develop—completely independently from the rest of the world. So, it is not surprising that the fauna and flora of these islands (as well as Madagascar) has a multitude of endemic species that do not exist elsewhere, even in a modified or further developed form. This small island of Frégate Island is also a small Garden of Eden, which has survived all the changes of evolution for almost 200 million years. With species like the Magpie Robin, the Giant Tenebrionid Beetle, or the Giant Thousand Feet, testimony is given about animals that exist nowhere else in the world. However, this little paradise was greatly upset when in the late eighteenth-century man set foot on the island and first pirates, then French settlers and later Englishmen cultivated the island and began to clear the primary forest in order to plant cinnamon and coconut plantations in its place. To this day, the island has been traversed by wild citrus trees from the time of the pirates, a good 1000 cinnamon trees and countless coconut palms as well as other invasive neophytes such as bamboo or philodendron, which pose a massive threat to the remaining remains of the primeval primary forest.

2.2 Invasive Threats

When the current owner took over the island, a radical restoration of the island, unique in its kind, began. A process that has now lasted almost 20 years, but is far from complete. First of all, all mammals had to clear the island, since they never developed in the millions of years of history on the island, especially the extermination of rodents (mice and rats) required not only a huge effort of man, material, time, and money but was the indispensable basis to prepare the habitat again so that the massively threatened population of endemic fauna, which never developed defense or escape strategies against predators, could unfold again safely. It should be noted that evolution on Frégate Island has never made the developmental stage beyond the status of the dinosaur and thus the fauna remains restricted to insects, a few reptiles, and approaching birds.

Parallel to the extermination of all imported animals, first the containment and later the extermination of introduced plant species began in order to create a natural habitat again for the sensitive primeval plants. In the last 15 years, well over 200,000 rare trees have been reintroduced to the island in the island’s own tree nursery. However, the stock of coconut palms in particular is proving to be particularly tough and difficult to control. Although the coconut palm is the epitome of a tropical beach paradise, it is important to emphasize that this tree on Frégate is an extremely threatening weed plant. So much so that a team of almost 20 men stays busy pulling out, collecting, and destroying both fallen coconuts and the rapidly sprouting young shoots.

The renaturation efforts of this small island are an example of how quickly the natural order of a fragile ecosystem can be disrupted by humans and how long it takes afterward before damage can be limited and then repaired in very small steps. The fate of this island serves as an extremely dramatic example for human intervention in much larger ecosystems, which in the past centuries have certainly been unintentional, today perhaps unconscious, but often out of well-calculated economic greed and greed for profit with completely unpredictable consequences (deforestation on Borneo or the Amazon): extreme weather phenomena, unpredictable seasons, soil erosion, expansion of the deserts, increases in storms and drought, etc. are—nota bene always with a considerable time delay—the reactions of nature to such interventions. To upset nature’s balance is a means to destroy it. And although nature has an amazing power of self-regeneration, this process would take much more time than modern man allows. And so, it has become the sad truth today that man’s restlessness, greed, impatience, and ultimate ignorance and disrespect for the life-creating and life-preserving system—Mother Earth—are increasing.

2.3 Small Illustration for the Big Picture

Frégate Island Private may only be a tiny dot on the world map, but its history is exemplary for the great connections that are currently also running through planet Earth and thus, in its strategic orientation as an ultra top-end resort, not only fulfills the usual functions of recreation, excellent service, and good food but also appeals as an example to a UHNWI¹ clientele, which in turn can extrapolate the connections experienced in the small to the global situation and carry out sensitization work.

2.4 New Luxury, Exemplarily Depicted and Lived

From these facts unmistakable realizations are extracted in relation to the new understanding of luxury:

Material ideas of luxury disappear completely into thin air and become insignificant. They may be a pleasant basis for a very wealthy clientele, who are used to not have to do without any luxury in the traditional sense. Therefore, the tangible infrastructure is not worth mentioning. Perfect table and bed linen, crockery, cutlery, and glasses as well as an internationally recognized gourmet kitchen are naturally available.

Rather, the focus is on the dimensions of the new luxury, which is defined exclusively immaterially.

2.4.1 Space and Time

So, it is no coincidence that the dimensions of time and space are of paramount importance. Time is understood here not only as a package of 24-h services provided by employees but also as the experience of time and timelessness, of creation and passing, transience and birth in a (partially) original, recreated ecosystem unique in the world, which rests on ancient roots. Here nature becomes a charismatic authority, in which man degenerates into a small being of evolution. The ultimate message on the island one understands when opening one’s senses is: We are not the masters of the universe, we are members of the universe.

The example of Frégate Island also shows, however, that an individual human being needs a lot of space in the modern way of thinking of today’s Western civilizations, so that he can satisfy his supposedly necessary needs from the creative power of the earth with all its products and resources. Of course, this poses the big question of whether the world has not become too small for a total population of soon 8 billion people, if we are as zealous as we have been in the past about resource wear and tear, which the planet is unable to compensate for. Frégate Island is one of several vivid examples of what happens when man exaggerates (see also the deforested Dalmatian coast by the Venetians or the vanished civilization of the Easter Islands as a result of overpopulation).

2.4.2 Safety and Security

And suddenly another dimension of the new understanding of luxury comes to the fore: security. It is not so much about the integrity of life and limb by attackers, but more about existential dimensions such as the availability of good air, clean water, and healthy soil from which man creates food. How far away the urban man from western civilizations is from this fine balance of all-natural forces can be seen when hotel guests insist on boat trips or helicopter flights during tropical storms with wind forces of 7 or 8 on the Beaufort scale and do not (any longer) recognize the danger to their own lives. The overestimation of one’s own importance in a post-hedonist social system completely lacks humility and even the beginnings of a deeper understanding of the global connections of nature and the forces of nature. This ignorance is life-threatening and here a small island like Frégate Island offers a laboratory setting in which the inclined and interested guest gets a unique opportunity to experience causes and effects.

2.4.3 Exclusiveness

Consequently, these arguments give rise to the question of the ideal size, which is proportionate for such an island. Or to put it another way: How many people can the island take? The scary thing is, it is less than I thought. And so, it is no coincidence that the island offers only 16 units for guests and furthermore only accommodation for the employees. This means that a further dimension of the New Luxury definition is mapped: Exclusivity: “excludere” from Latin means to exclude, to limit and exactly this is the goal of ultra top-end hotels. On the one hand, it is about the artificial shortage of the supply in order to provoke a demand-pull, on the other hand, and much more importantly it is about the understanding that the harmony between man and nature is maintained or created. In the common choice of words “man and nature” lies an almost cynical paradox, because in its understanding it excludes man as part of nature. And it is precisely here that a misunderstanding sets in, which has its roots in the Renaissance but pronounced in the Enlightenment and perverted in industrialization, which continues to shape modern humanity to this day: When man describes himself as an exclusive being in a natural environment, he has indeed—and with fatal consequences—excluded himself. The Eco-Luxury, Barefoot-Luxury hotel industry plays a key role here, as it must/may/can create understanding and consciousness and lead people back into their habitat. And this habitat is not outside, but within nature, man is part of it. Consequently, the aforementioned rebuke to man applies: “Man is not master of the universe, man is member of the universe.”

2.4.4 Service Thoughts

This leads to the next dimension of the new understanding of luxury: individual and personalized service: empathy and attention, but also the careful handling, the elegant introduction, and a service culture geared to the explorative curiosity of the guest are the new main aspects of good service. Impeccable labels and perfect service techniques are a prerequisite. The point is to take the guest (literally) by the hand and make the vacation not only a great experience but rather a lasting experience, after which he or she goes home enriched. As a result, Frégate Island invests a great deal of energy and effort, providing a team of qualified rangers and horticulturists who act as knowledge mediators and can turn the green jungle thicket into a unique, perfectly harmonious universe of fauna and flora.

2.5 Summary

In summary, it can be said that the demands placed on top-end hotels addressed by the UHNWI must be met by a new catalog of criteria. The profiling of star cuisine, extravagances in equipment, and perfection in service and wine cellar have their limits at some point, and the question remains: What is next? And only at this point does the actual further development of the product mix in the actual sense of the marketing management context begin. This shows that the profiling of a hotel with a clear Unique Selling Proposition (USP—a significant difference in performance due to clearly recognizable unique selling propositions) is of strategic importance in order to gain convincing market shares in a completely saturated hotel market. Today, the successful design of the three pillars of the Triple Bottomline Approach is increasing more and more. So, it is not only about economic profitability, but also about social responsibility, active embedding in society, and ecological sustainability. With this balancing act, it is also important to approach the guest in a holistic approach by touching not only the head but also the heart and stomach. The point is that the guest experiences, recognizes, and accepts the new dimensions of immaterial luxury not only within the framework of an (interchangeable) stay, but also through internalized experiences and personally enriching experiences (Fig. 5).

Fig. 5

Strategic influencing factors

3 Hotel industry 1: Monastery Disentis/Switzerland: “Reduce to the Max”

• Marc Aeberhard 

Obeying the 1400 years old order: grant hospitality!

3.1 History

The exact beginnings of the Disentis monastery (Fig. 6) lie in the early Middle Ages and in the dark. Although the founding myth of 614 A.D. gives first clues, which are based on various documents, such as the hymn of praise of St. Gallus, which the two monastery founders Sigisbert and Placidus mention, or a biography from the thirteenth century. However, it is considered certain that the first (Marien) church was built at the beginning of the eighth century. The village developed rapidly, and as early as 810 A.D. under Abbot Ursicin of Churratia the first monastery following the rules of St. Benedict was opened and has been an important monastery, school complex, and an important economic factor for the Surselva ever since (cf. Schönbächler 1999, p. 4 et seq.)

Fig. 6

Disentis monastery

This makes the Disentis monastery one of the oldest monastery foundations north of the Alps and it has been active for almost 1400 years. The location of the monastery at the crossroads of the important Alpine passes east of the Gotthard massif (Oberalp Pass and Lukmanier Pass), already known in ancient times, explains the outstanding importance and responsibility of the complex over centuries, as a monastery complex, school (boarding school and grammar school to the present day), the production site for agriculture and trade as well as a pilgrims’ hostel.

But the monastery also had to go through difficult times. The complex was first devastated by the Saracens in 940, burned down several times (1387, 1514, 1621), and was also plundered by Napoleonic troops in 1799. But despite all the setbacks, even the secularization of the mid-nineteenth century, the monastery kept on getting back on its feet, experiencing a blossoming and economic and political upswing. Its magnificent Baroque façade from the late seventeenth century characterizes the entire valley from afar and thus also sets a clear architectural sign in the (then inhospitable) alpine landscape, but in its magnificent Baroque opulence in the church also unmistakable signals to all people.

3.2 Philosophy of a Hotel Business Within Monastery Walls

One of the most important rules of Saint Benedict describes the granting of hospitality. In the deep belief that God can reveal Himself in everyone, no matter how poor, needy, or exhausted he may be, there is a natural conviction that everyone who knocks on the door must be given access, protection, a roof, a meal, and consolation. In this ancient tradition, which is still alive today, monastic congregations become nolens volens the original hoteliers of Europe: the word “hotel” is still derived directly from the Latin “hospes” and “hospice.” Hospices were founded and managed practically exclusively by monasteries. This tradition also lives on to this day.

The form has changed, but not the motif why people knock on the door. While for hundreds of years it was mainly physical reasons (protection from storms, wind and weather, snow and cold) that caused people to stop and rest on pilgrim paths, today they are practically the same terms, but they increasingly refer to psychological challenges, dangers, and excessive demands. Today it is economic storms and icy winds that strike people in their daily work in the form of mobbing, intra-company skirmishes, bad company mood, burnout, etc. And again, the monastery becomes a place of psychological shelter for more and more people. The postmodern human being, overstrained by society, seeks meaning, protection, and/or simply security from fear and despair—be it while traveling through, at a seminar, or during a temporary stay in a monastery. Or, as Hanspeter Gschwend writes: “(…) There’s a monk slumbering in every person who is constantly in search of perfection and renounces everything that is not necessary. Being a monk is not bound to monastic life, but the monastery is a protective space, in which a life according to strict rules allows concentration on this search. (…) What I seek and find for a short time is the protective place, the orderly course of the day and the liberation from all duties and tasks that are part of everyday life in the outside world (…)” (Benedictine Monastery Disentis 2014, p. 24 f.).

3.3 Unique Selling Proposition

In our world, which is characterized by digitalization, real-time communication, artificial intelligence, multitasking, omnipresent globalization, the “bliss” of people, processes, and structures, etc. the over 1000-year-old basic values, ways of thinking, and rules have an almost anachronistic effect. On closer inspection, however, they are of frightening and impressive topicality.

Beyond material (worldly) desires and motives, the monastery creates a “meaningful” space, which directs the focus of the human being toward being, the senses, and gives the observer the possibility to change his accustomed ways, with the aim of redefining the point of view.

Only a few hotels manage to formulate such a brutally striking USP. In the motto of the Disentis monastery, it is masterfully bundled and summed up: “stabilitas in progressu.”

3.4 Operational Accents

Regardless of origin or convictions, this place leaves no one untouched. Be it the majestic backdrop, the impressive architecture, the precious baroque church—the first encounter with the monastery complex in Disentis shows man his earthly meaninglessness before the Almighty. Without wasting even a single word, it becomes clear in what proportion man stands to the sublime and the highest, he is tiny, he is insignificant, he is fragile. The charisma of the complex is omnipresent and is additionally reinforced by the monks in this monastery. The encounter with the monks makes it unmistakably clear that here a completely different set of values is shaping the way of thinking and everyday life. It is like leaving your usual coordinate network to immerse yourself in a completely different sphere. Already the first steps behind the almost modest-looking monastery gate reveal that accents are set by the thick walls, massive structures, vaults, small doors, and windows. It is as if they were whispering incessantly: they are protection from outside and security from within. Simple, unpretentious, modest. Hardly any wall decoration, little decoration, completely reduced to the necessary. This place lives from its unique location, its history, and its values. The fact that the choice of the location of a monastery complex in the eighth century was no coincidence can be explained solely by the congenial construction of the very first church complex, which is still preserved in foundations and still today on July 11th (the name day of St. Martin, the patron saint of the monastery), the sunlight shines through a single choir window onto the altar. What used to be a carefully selected patch of earth is still today a place of power of supra-regional importance.

• 1. Seminar business

  So, what could be more suitable than holding seminars at a 1400-year-old powerhouse? In addition to offering various seminar and retreat rooms, the monastery has also set up its own adult education facilities. Under the direction of the alto abbot Dr. Daniel Schönbächler and Br. Magnus Bosshard personality seminars are offered, which should help “(…) to better recognize one’s own personality structure, to reduce stress and inner blockades, to use one’s personal resources sensibly and to broaden one’s horizon. The Abbot relies on the typographic model of the enneagram and the method of psycho-kinesiology. Added to this is his wealth of experience from thousands of personality analyses (…)” (Benedictine monastery Disentis 2014, p. 73).

  Even though all seminar rooms are equipped with basic technical equipment, the real focus is not on technical gimmicks, but on thoughts, people, interactions, and encounters.

• 2. Hotel Accommodation

  In the south wing of the huge monastery, several Klausas have been converted into hotel rooms in recent years (the last stage completed in 2017). Obeying the motto of the order “ora et labora,” the design of the 21 hotel rooms (Fig. 7) does without anything superfluous but does not lose any of its quality. The excellent high-quality and solid wooden furniture from local/regional production, the pleasant beds, the functional but impeccable sanitary facilities in the rooms underline once again the first impression: here it has never been about material things and it will never be about that. One of the extraordinary qualities of the monastery hotel is its tremendous tranquility. 1000 years of monastic life, the massive construction, the absence of entertainment offers (or distraction offers) and the location in the heart of the Bündner Alps leads to the fact that in the evening lying in bed you suddenly only hear your own heart beating and nothing else. Nothing.

  Fig. 7

  

  Premises in the Disentis monastery

  This place forces the guest to deal with himself. The deliberate omission of any technical installations (from data port to TV) and the rigorous reduction to Holy Scripture and Regula Benedicti on a simple shelf cements the beneficial transformation of coordination from the usual everyday life outside the monastery walls. This is where the motto “reduce to the max” once coined by the company Smart becomes reality.

  But the most amazing effect of these rooms is that, despite the simplicity of the furnishings, the strict rules of the order, and the deep silence, every guest at any time and in any place has the feeling of finding coziness, beauty, love, and peace. Or summarized in one word: Security.

• 3. Self-Sufficiency

  Since time immemorial the monastery has farmed estates in the Surselva (and beyond). In the Middle Ages, this important monastery complex was entrusted not only with spiritual and sacred tasks but also with secular ones. As a large land and forest owner, the abbey had and still has great economic importance and is one of the largest employers in the region (over 100 employees). Even today—as then, albeit to a much lesser extent, but still in keeping with tradition—the affiliated companies make a considerable contribution to the self-sufficiency of the hotel, boarding school, and monastery. In addition to a nationally significant milk and cheese business, these include a monastery bakery and confectionery run by Brother Gerhard, a carpenter’s workshop, and an extensive agricultural and forestry business.

  Products from the respective companies, from nut cakes and hand-picked Alpine herb tea mixtures to books and hand-knitted winter socks, are sold directly online or in the monastery’s own retail shop (which also serves as a check-in and check-out counter for the hotel).

3.5 Target Market Segments

The history, the location, and the infrastructure result in specific market segments for the monastery with its special hotel offer, which are ideally addressed. Here the seminar segment from the German-speaking area is in the foreground. On the one hand, the topic-specific seminar offers which are created and offered within the monastery are captivating, and on the other hand, we have the very special location with its extraordinary charisma. It is therefore hardly surprising that large companies, renowned universities, and colleges, but also small think-tank organizations are regularly guests behind the monastery walls.

But also like at the very beginning pilgrims stop by on the Way of St James to Santiago de Compostela. Thus, the monastery continues its ancient tradition even after 1400 years. But the seeker of meaning sometimes does not travel alone to distant Spain but seeks comfort and pastoral care in the monastery itself. This becomes the destination per se. As already described, the tradition lived over centuries, the stability of values and customs, the regulated everyday life, and the renunciation of worldly goods thus become for many a place of refuge from a world marked by impermanence, stress, and an unimaginable flood of stimuli. Like other monasteries, Disentis offers the possibility of joining the monastery for a limited time.

However, the F&B offer and the kitchen infrastructure are rather limited. Although the newly created café “Stiva” on the ground floor of the south wing offers a limited selection of drinks and snacks, there is no actual restaurant. Nevertheless, the kitchen can also be used for banquet orders in connection with the boarding school and the monastery. In the new parts of the grammar school wing, catering for larger groups in halls is possible, but in relation to the other services and core competencies of the monastery, it is only a subordinate offer.

3.6 Sales and Marketing

The commercial marketing of a monastery offer is delicate and follows an extremely narrow tightrope walk. The habits of life, the completely different pace of everyday life in monasteries, the omnipresent spirituality are initially very unusual for an outsider and require a very careful approach. The uniqueness of being allowed to be a guest in an active monastery goes far beyond the usual use of sales and marketing instruments. In contrast to unused monastery complexes, in which the coexistence with the active religious life no longer exists, a thorough empathic examination of the monastery, its personality, and history is required here. You have to do justice to the complexity of the product. A lot of previous knowledge and knowledge about dos and don’ts is necessary, because neither the presentation nor the marketing should be bold. Monasteries are not theme parks à la Disney World, but centuries-old centers of partly secular, but above all spiritual creativity, which must be treated with maximum respect. Therefore, intelligent public relations (media) work is in the foreground and focus. The monastic community, especially today, is torn back and forth as to the extent to which the doors and gates are to be opened to the outside, or to what extent the order remains among its peers. The tempers, tendencies, and interpretations of this oscillate sometimes more in one direction, sometimes more in the other. In any case, it remains a fact that an invasion by the masses would bring the dignity, the aura, and the charisma of this institution to an end and possibly destroy it. Overtourism on a small scale: Here, in particular, it is important to think about monastic life in the narrower sense and about the main mission that a monastery has to fulfill.

The gentle opening of this very special world and way of thinking is a unique opportunity to immerse oneself in seemingly long past centuries and traditions, which, however, are unimaginably topical, modern, and in demand today.

3.7 Outlook

The retrospect thus becomes the outlook and obeys the motto of the monastery: “Progresso in Stabilitas.” Social developments are characterized by ever faster change, excessive demands, unreliability. At the same time, however, the call for security, traditional values, family, and order in urban centers in the western (secular) world is becoming louder and louder. Here the ancient values of the monastery prove to be colossally contemporary and forward-looking.

The gentle management of the hotel offer in harmony with the monastic everyday life, the outstanding quality of this unpretentious authenticity, the radically lived deceleration, and the unconditional immersion in a spiritual world, in which the encounter with one’s own self takes place, allow undreamt-of thoughts and give people who are constantly distracted from something the opportunity to focus on the greatest luxury that exists: the well-being, harmony, and balance of their own self.

There is strength in serenity.

4 Hotel Industry 2: Flame of Africa/Botswana: “The Luxury of Time”

4.1 The Luxury of Time: Or Time is a Luxury

• Brett McDonald 

When I was approached to contribute a chapter to this book, I must say I found it rather intimidating. My concept of luxury is probably very different from others. After 30 years in the travel industry, most of which has been spent providing luxury getaways in some of the remotest parts of Africa, I have come to realize that luxury is most often defined as that commodity that may not easily be available to any particular individual.

For the poor, luxury may come from money. Money to pay for running water, money to buy electricity, money for food. While these may sound like necessities to most, for those who do not have them, they are intrinsically luxuries. The middle-income sect of the world may find luxury in a new family car, or simply the ability to afford an annual holiday. But for those who can be considered “luxury travelers,” and by that, I mean someone who might, say, drink their wine out of Riedel Glassware at home, or who find necessity in Egyptian cotton, enjoy the services of chauffeur-driven luxury cars or might even criss-cross the globe in their own private Lear jet, the hotelier would be hard-pressed to match or better these experiences in the quest to provide luxury beyond their “norm.”

For those of us in the luxury travel industry, we would be ignorant to believe that if we have provided those things and perhaps a good bottle of wine, we have provided a luxury experience. In my mind, these essentially are the nuts and bolts of our craft, the basic ingredients. Luxury, if someone has the means to purchase the luxury holiday, is essentially the pursuit of what one does not have. It has been my experience of most people across the spectrum, and almost certainly for the well-heeled, the one luxury they do not have enough of, is the luxury of time. So, it is up to us to ensure that we provide them the most unique experience possible in the time that is allotted, because their time is absolutely irreplaceable. Arguably, in their world, money often is easily replaced.

To give a little illustration, I was involved in the opening of the One&Only Hotel in Cape Town in 2009, which was the brainchild of Sol Kersner, well known for his Sun City development. Comprising a seven-storey hotel block designed to imitate an island resort, the complex with two man-made islands overlooks the Waterfront Marina and commands sweeping views of Table Mountain. Completed at a cost of R900 million, it is part of the renowned worldwide One&Only Hotel franchise. Guests enjoy a level of luxury second to none.

I had been tasked with hosting the VIPs that were resident at the hotel. We had many celebrities, whose names I will not mention, attending and they were some of the most well-known and prominent people with few limitations on satiating their heart’s desires. I had the opportunity to take them out on a luxury yacht and give them a unique and memorable experience, which for some of them, it was. One particular guest stuck out for me. As a wealthy man, there were likely a few things his heart yearned for. He was staying in an incredibly luxurious suite at the hotel and had access to most anything his heart desired. However, he had at one stage tasted Nando’s, Portuguese-style flame-grilled fast-food chicken, and it had obviously appealed, and now it was all he yearned for.

In the hotel, we had a world-celebrated Nobu Restaurant which served Japanese signature cuisine, as well as a Gordon Ramsey restaurant, among other incredible dining options. The dilemma was, how could we bring Nando’s Chicken takeaways into this brand new six-star establishment. The image made us all cringe. So we hatched a plan. We had Nando’s deliver the boxed chicken to the aquarium which was next door to the hotel and we went out there with a tray and two cloches to collect it. We placed the chicken under the cloches and smuggled them back through the hotel and sent them to the celebrity’s room and as requested, he had Nando’s Chicken that night.

For him, sitting in his luxury VIP suite, enjoying Nando’s Chicken was his idea of luxury. And you know what, I tip my hat to him and say “well done.” It is these little unique experiences that count. If he had gone and had a five-star dining experience, it would not have been special. That is what he has all the time. He wanted something different, and we gave him something different.

My mind goes back as well to a time when I hosted one of Asia’s richest men, a very successful property developer who shall remain anonymous. He had spoiled my wife and me years before by taking us to dinner where he had José Carreras sing for us, which was something that was mind-blowing. I thought how can I reciprocate when he came out to Africa. How do you give such a man a luxury experience when he has had luxury beyond imagination?

The lodge at which I was hosting him was in the bush but nestled on the banks of a large lake. I decided I would put a line of about 20–30 paraffin lanterns going out into the bush and in the end I placed two deck chairs. The remote setting and expanse of water close-by made for some exceptional night sounds. After dark, I walked this gentleman in the bush along this lighted walkway of lanterns. Unbeknown to him, my staff were walking behind us blowing out the lanterns. All he could see was the lighted pathway ahead, not realizing behind was pitch black. As we got to the two deck chairs, I popped the top of the champagne off with a bush machete, which he found terribly amusing as that was sabrage with a difference. We had a glass of bubbly together while we chatted.

It is interesting in the African bush, that while you speak and make any noise, all the creatures stay quiet. I got him to sit down and we snuffed out the last light and I said to him “You gave me a chance to hear José Carreras sing at dinner accompanied by an incredible little orchestra. Now I am going to give you the Orchestra of Creation.” I started pointing out to him, as the creatures began making noise in the now quiet bush, saying “Listen to my soprano… listen to my tenors…” and slowly the crickets and reed frogs along with the bullfrogs, and the nightjars and even the hippos in the distance, all started putting together an incredible symphony of sounds of the bush. And then I pointed up to the stars. It was one of those dark black-satin nights without a moon, though the Milky Way was out in its full glory. And I just said to him, “Look at this. Our opera house has the most incredible ceiling.” And you know, this man just cried!

What I had done there was I had touched his heart. I had given him luxury in my definition of luxury. And my definition of luxury is being able to make sure that you give a person an experience that you cannot just go out and buy. Basically, it has to be a choreography of all sorts of things which encompass all the senses: sight, sound, smell, taste, everything. You need to be able to make sure that you give someone something so unique that it touches the heart and the mind, and if you can do that, then I believe you have achieved something that is truly luxurious.

So, provide the nuts and bolts. Give them the Egyptian cotton and Ridell glassware and if you can, a great bottle of wine. But do not be afraid to let them experiment. Wine is a great example of turning the otherwise ordinary into something special. Everybody talks about DRC, Domaine de la Romanee-Contiand, and how absolutely amazing it is. But I found a little vineyard in South Africa that some of the top wine experts rate very comparable to DRC. So, you do not need to always be flash. Sometimes you can just say “try something unique. Try something special.” (and be able to supply it). Explain it is from a little boutique winery and let them experience and taste something that is hard to find elsewhere and does not necessarily have a massive price tag either. In a nutshell, luxury to me is the opportunity to give an experience which they will remember for the rest of their lives, something which touches the heart, mind, and soul.

But what is the one resource all of this requires? Time! These anecdotes provide an insight into the essential ingredient of time. Let me explain. There is nothing more valuable to another human being than someone taking the time to notice them. Giving of one’s time is one of the greatest forms of empathy and quite literally has the ability to touch hearts and souls. Sitting quietly with a grieving friend, hugging a grubby-faced child, or listening to someone’s deepest fears, there is little to compare. It is a most valuable commodity and when given freely, is priceless. Many African cultures see time as a currency. They may not necessarily have material wealth, but they do have time, and taking the time to sit beneath a tree and discuss the weather, crops, one’s family, or the health of your cattle, is priceless. Anything special that is done for a client intrinsically requires time, and taking the time to listen to them bestows a different kind of wealth upon them.

There is a vast difference between how you “pass” your time, and how you “spend” your time!

So now that you can see what I think luxury tourism actually is, let us go more into what the title of this chapter is; the leadership of the luxury hotel or lodge, or whatever you happen to be running. It is up to you to be able to create the breeding ground for the creativity that is needed in order to come up with the time element, and the ingredients necessary for the successful luxury concept I am putting across.

I remember when we built the Zambezi Queen, which was deemed to be a luxurious boat on the Chobe River and has won, among other awards, the “Leading Boutique River Cruise in the World” from the World Travel Awards. Onboard that boat, we noticed that if we got to know a little bit about each person and if each staff member had just a little something that he could mention, the results were most rewarding. This knowledge is invaluable.

So, what we did is lined a staff staircase that linked the galley to the dining room with flip charts. Each flip chart had a cabin number on it and it was up to every staff member to notice something about the client and write it on the relevant chart. So, it could be that Mr. and Mrs. Jones have two children going to Harvard, or that Mr. Jones caught a tigerfish the day before which weighed 5 kg. Mrs. Jones likes a Pink gin and tonic—only a single, mind you—whereas Mr. Jones has fallen in love with the local beer. Whatever, just make a note. It is just music to the ears of your client when you can go up and say “Good morning Mr. Jones, I hear you caught a wonderful tigerfish yesterday. How big was it?” Allowing him to talk a bit about it and actively listening is key. Likewise, maybe it is sundowner time and you go over to Mrs. Jones saying “Here’s your Pink gin, and Mr. Jones shall we do that lovely local beer that you enjoyed yesterday?” Whatever, just let them hear their own name, let them realize you have taken a little bit of extra care, and listen and engage them when they talk. They do not need to know that everybody has a cheat-chart going up and down the stairs. It just shows that you have taken that little bit of extra time and attention. In that way, you are going to provide a luxury experience for them.

This is particularly relevant in the disconnected, fast-paced computer-driven world in which we live. Social media and a plethora of applications used to make our lives easier, have distanced us from real human contact. This is especially true of many high-powered businessmen, who by necessity dwell in this realm. Being able to interact one on one with a guest is in itself a form of luxury.

It is well known in our industry that knowing a guest’s name and being able to greet somebody by name when you see them is important. The subject of one’s name and how the human psyche interprets and responds to it is a subject worthy of a little discussion, as the science is applicable to my concept of luxury. Using functional magnetic resonance imaging, scientists have measured brain activation patterns in response to hearing one’s own first name in contrast to hearing the names of others. There are several regions in the left hemisphere that show greater activation to one’s own name, as would be expected, as this is the tag by which we have been known and self-identify ourselves with virtually since birth. By the time we reach adulthood, there is a whole social dynamic attached to our name.

The way in which we respond to our name also depends on the tone used by the speaker. For instance, facial expressions and even the number of times it is used indicate how relevant it, and we are, to that person. If overheard in a conversation, our attention is automatically drawn to that conversation and like it or not, we pick up on the feelings they have associated our name with and we will often associate those feelings with that person.

When engaged by a charismatic person, they will use your name often in conversation. Every use of your name is screaming your importance, emphasizing just how special you are, saying “I am listening to you and you alone.”

So, like the Egyptian linen, fine glassware, and other comfortable amenities expected, the foregoing examples demonstrate that lanterns along a path, a starry night, or some tasty fast food are also just elements. In Africa, we are lucky that the average luxury destination is imbued with a magic which enhances the tools we have at our disposal. However, in my opinion, the main currency of luxury is time.

So, I believe leadership in a luxury hotel is about instilling in your staff or your crew the concept that everybody is special. Make them feel special. In order to do that, get your staff to touch the hearts and minds of clients by taking the time to go out of their way. It could be a picnic on the beach, it could be something as simple as taking them out to see the night sky. Equip staff with the necessary tools and give them the time to develop their hosting skills. It may be as simple as teaching them a couple of stars, or one or two constellations, just something where they are able to engage clients and inspire them to perhaps do something they have never stopped and done before.

The old expression “stop and smell the roses” is especially applicable in luxury travel.

5 Glamping: Camping, Luxury, Sustainability

• Marco Walter,
• Sergio Comino &
• Thomas Reimann 

5.1 Glamping: Attempt at a Definition

Glamping stands for glamorous camping. However, the term is not yet clearly defined and is sometimes used relatively arbitrarily as a marketing term. For most experts, glamping consists of particularly luxurious or at least innovative rental accommodation on campsites, often paired with upscale service and embedded in an attractive ambience. It is therefore about a nature and camping experience with luxury and comfort at the same time. In this context, factors such as larger, beautifully located parking spaces—and thus more space and privacy—as well as exclusive or unusual furnishing and design concepts also play an important role. A pleasant, natural environment is essential for the glamping experience. The term was first established in the Anglo-American language area and used for safari accommodation in Africa. However, this chapter does not intend to examine luxury models such as lodges in the high-price range (for example: Vumbura Plains in Botswana with rates of up to 2500 dollars per person per night in a double room). For some years, glamping has spread also in the not English-speaking Europe. Many providers today are returning to the beginnings of the former mass phenomenon of camping, which was originally reserved for those who could afford camping equipment, in addition to the military and the tightly organized scouts. Some glamping tour operators are recording high growth rates, which seems to confirm Eicke Wenzel’s forecast from 2012 when he said: “The idea of freedom and adventure, proximity to nature combined with luxurious camping offers will prevail. Glamping is the Tourism Trend 2020” (Wenzel 2012).

5.2 Target Audiences

With the glamping trend, the camping economy is reaching completely new target groups, which were not receptive for normal camping offers so far. People who are uncomfortable with the idea of sleeping on a sleeping mat in a shaky tent and sharing a toilet at night are more likely to try the glamorous form of camping. This mixture of camping freedom and adventure, the intensive nature experience paired with the amenities of a hotel stay brings new, solvent clientele to camping/glamping. The “Jack Wolfskin” generation is looking for a natural experience combined with a certain degree of luxury and comfort, without overburdening nature. The so-called LOHAS families (LOHAS = Lifestyle of Health and Sustainability) are also discovering glamping for themselves. For Silver Agers, glamping is a welcome alternative to classic camping or caravanning, as the service and comfort outweigh the perceived shortcomings of camping holidays and even offer attractive prices, especially in the early and late seasons. For all these target groups who are oriented toward a healthy and sustainable lifestyle without their own camping equipment, glamping offers an almost ideal holiday offer.

5.3 Types of Accommodation and Services

The variety of campsite accommodation marketed under the term glamping has been growing for years. A basic distinction must be made between dry accommodation and accommodation with sanitary facilities. Some glamping purists refuse to classify dry accommodation as luxury camping. From the authors’ point of view, dry accommodation can fall under glamping if it includes individual sanitary use outside the glamping object. These can include special tree houses as well as safari tents, shepherd wagons, or sleeping barrels (see for example Fig. 8, greened sleeping barrel on Via Claudia Camping). In addition, the categorization into tents and fixed accommodations offers itself, whereby there are also hybrid forms here like the Airlodge or the hybrid lodge Clever of the tour operator Vacanceselect.

Fig. 8

Sleeping barrel with a green roof on the Via Claudia Camping (Bavaria)

But not only the kind of the accommodation plays a role with glamping—also everything around it must match. So, the glamping guest expects more than most regular campers. This attitude calls for a rethink in the direction of hotel-related services, especially on the part of camping companies. This means more service for the glamping guest—such as breakfast service, freshly made beds, and regular or even daily cleaning of the accommodation. Glamping guests are also receptive to sophisticated and extravagant ideas when it comes to cultural and culinary offerings. The camping industry reacts with exclusive wine tastings, opera evenings, golf tournaments, and high-quality regional dishes in the local restaurant.

5.4 Providers and Platforms

How much glamping has established itself as a holiday form can easily be proven with a few clicks on the Internet. A large number of glamping providers and platforms are courting the favor of the new attractive glamping target groups. Glamping is also an integral part of the tourist offer on social media, for example, at Campingdreams.com, Europe’s largest camping and glamping community. The Vacanceselect/Selectcamp Group, recently acquired by the French camping group Vacalians, is the European market leader in glamping. Vacanceselect/Selectcamp Group markets more than 1200 glamping objects at more than 100 locations in Europe. Beside Vacanceselect numerous other glamping specialists are active. The authors like to refer here to three examples from the English and German language areas:

glampinghub.com, a global glamping provider with international offers, glamping.info with a broad-based Central and Southern European focus based on user ratings, and Sawday’s Canopy & Stars, which offer exclusive, original, and British-spleen glamping spots. Even Airbnb and booking.com now have glamping accommodations in their program.

5.5 Sustainability

First of all, the fundamental question arises: Is luxury compatible with a sustainable tourism or is it generally a form of waste that will never be ecologically correct, but can be cosmetically enhanced through greenwashing campaigns?

The authors of this chapter advocate a more modern meaning of luxury, which respects a world with finite resources and which should invest the higher revenues associated with luxury tourism in a high sustainability performance.

A major challenge is therefore to pay particular attention to the sustainability aspects of glamping products. Firstly, because, as with camping, nature is the primary basis of every glamping offer and the protection of nature and the environment is therefore a compulsory task. Because only socially and ecologically conscious luxury tourism will be successful in the long term and be accepted by customers and their social environment. This is partly due to the fact that luxury tourism and in this case glamping appeals to a well-educated clientele with a higher income, which places above-average value on sustainable consumption and is prepared to spend significantly more money on it than the average population.

Since the sustainability of tourism companies is a complex field that also applies to camping and glamping areas, it is advisable to orient oneself toward relevant sustainability labels such as ECOCAMPING, the European eco-label for accommodation companies, or Greenkey Europe.

The key issues that a sustainable glamping provider should address are: Nature-friendly design and maintenance of the site, energy efficiency and conservation of natural resources (water, materials), waste avoidance, environmentally friendly mobility (e.g., through the use of company bicycles and electric vehicles), ecological cleaning, use of regional products and services. In social areas, sustainable glamping providers should strive for accessibility, fair pay and employee involvement, health protection, and regional cooperation, among other things.

5.6 Awards

As in any other tourism segment, glamping offers have received a number of awards. A distinction must be made between those that relate significantly to the quality and service of a glamping facility and those that place an additional emphasis on sustainability. In the absence of an internationally clear definition of glamping, the transition from pure camping awards to actual glamping awards can be fluid. For example, the editorial staff of the ADAC’s (General German Automobile Club) camping and caravanning guide awards the best campsites in Europe annually, with reference to the range of luxurious rental accommodation. The same applies to the European Prize of the German Camping Club. The European rating and booking platform camping.info also awards the so-called camping.info Award annually, a list of the best, which is drawn up on the basis of the ratings given by users of camping.info. Here, too, you will regularly find businesses with a strong glamping connection. A rather journalistic appreciation of outstanding glamping offers is the “glamping inspector,” by the Hamburg travel journalist and glamping expert Thomas Reimann. The “Glamping-Stars by ECOCAMPING” contain the most systematic definition to date, with a strong focus on sustainability aspects. This award was launched in 2016 as part of a consultation process involving key stakeholders and experts. It evaluates glamping offers from the following points of view:

• Environment and nature

• Design, comfort, and privacy

• Cleanliness and maintenance

• Leisure and relaxation

• Sustainability

• Marketing, sales, guest services

5.7 A Pioneer in Glamping and Sustainability: Club Camping Jesolo International

• Description

  Jesolo International Club Camping is a medium-sized, traditional five-star campsite that has been in existence for over 60 years. It is located on the Adriatic coast not far from Venice, in an area with the highest concentration of quality campsites in Europe.

  The campsite is situated on its own 700-m-long sandy beach, directly on the shopping street of Lido di Jesolo, the second largest holiday resort in Italy, with direct public connections to Venice every 30 min. The campsite also has its own marina and is only 1500 m from the Venice lagoon.

• Concept

  The concept of the campsite aims to develop a unique product in a unique location for an upscale family audience, which distinguishes itself from the competition by as many special features as possible. The central position, the widest possible range of services, the maximization of security, the creation of a homogeneous audience, affordability, and very importantly, high sustainability are the main focuses.

• Affordable luxury

  New, extremely well-kept infrastructure, a relaxed ambience, a pleasant audience, a unique, comprehensive all-inclusive offer, which includes not only the services of the site (W-LAN, sailing, pedal boats, SUPs, canoes, banana boats, tennis, paintball, pony riding, baby train, language school, sports schools) but also offers free access to Lido di Jesolo’s attractions, like the nearby best water park in Italy, 18-hole golf, mini-golf, horse riding, clay pigeon shooting, archery, go-karting, diving, wellness, pirate ship for children. For this all-inclusive package, the campsite received the ADAC Camping Innovation Award in 2006 and has been honored year after year for its high standards. No wonder, because twice a week in the evening an award-winning pianist plays classical music for the guests at the bar.

• Glamping

  Campers have 359 sites for caravans and motorhomes at their disposal, including oversized sites with private bathrooms, high privacy, and excellent service. Camping sites, however, are not offered. There are also 131 luxurious “Holiday Homes,” for which solutions not specific to camping have been selected and which therefore represent a cross-product. They offer hotel-like comfort and the special feeling of open-air living. These accommodations are attractive for both campers and non-campers (90% of the population). The latter get to know the relaxed and carefree camping atmosphere, which is an essential part of the glamping feeling. The openness, helpfulness, and positive attitude of the guests is exactly what impresses first-time campers. The main difference to the hotel industry is not the quality of the infrastructure, but the special attitude of the customers and employees. It is therefore the task of the host to create ideal conditions for a positive network of relationships that motivates the clientele and binds them to the company.

• Sustainability

  Jesolo International Club Camping considers sustainability to be an indispensable part of its quality offer and has adapted its infrastructure and processes to this end over time.

  Since 2008, the campsite has been operating according to the Ecocamping environmental management system, which regulates the use of water, energy, chemical products and waste, among other things. As a result, water consumption was reduced by 55% and gas consumption by 70%. Since 2007, the printing of advertising material has been dispensed with. Five photovoltaic systems have been installed (for an example see Fig. 9) as well as solar thermal systems and high-performance heat pumps for hot water preparation, 11 electric vehicles are used and only green electricity is purchased. It even has a “Tesla Destination Charger,” the free charging of electric vehicles is now part of the all-inclusive package. In order to support the shift toward electric mobility, the campsite is providing its customers with a Tesla Model X car free of charge to test drive. In addition, a Segway school was introduced as a further activity for young people, Segway excursions in the lagoon and lagoon trips with electric boats. To date, 2.5 million euros have been invested in environmental investments, which are offset by savings and additional income of over 200,000 euros annually. Jesolo International has received the “climate-friendly company” award and has become the first CO2-neutral campsite in the world. As a result, the ADAC awarded the site the Camping Innovation Award 2010.

  Fig. 9

  

  Photovoltaic system at the Jesolo International Club Camping

• Sustainability-related guest feedback

  The feedback from customers is clear: 97% rate the environmental policy of the site as “very good” or “good” in a recent survey. More importantly, 65% of holidaymakers say that the campsite’s environmental policy was “very important” or “important” for their holiday decision. In 2014 it was only 55%.

• Distribution system and auction of reservation sequence

  Jesolo International Club Camping has developed a special distribution system. Sales are made exclusively to private end customers on their own initiative, i.e., without the mediation of third parties: There are no tour operators, no OTAs, no agencies, no groups. It is sold without exception at the list price (rack rate), there are no discount levels, no long-term rates, and no seasonal guests. In principle, there is excess demand for places to stay overnight. This is one of the reasons why the order of reservations is auctioned on their homepage. At the end of October, about 2000 families will offer more than 1000 Euro in addition to the full camping price in order to secure their desired place for the following summer.

5.8 More Examples of Successful Glamping Approaches

Another ecologically oriented glamping provider is Hofgut Hopfenburg in Münsingen in the Swabian Alb biosphere region in Germany. The campsite was designed together with ECOCAMPING and offers a wide range of circus and shepherd wagons, which are loosely distributed in the meadow landscape. One focus is on the conservation of endangered breeds of domestic animals.

Very British and very individual is the stay in “Walcot Hall,” a glamping refuge in Shropshire, central England. The spectrum of glamping offers on the grounds of a proud eighteenth-century manor house ranges from the Mongolian yurt to the converted fire truck. “Five o’clock tea” which can only truly be enjoyed with a stiff upper lip is included.

In Tyrol, near Innsbruck, the award-winning Glamping-Platz Ferienparadies Natterer See awaits guests who enjoy the morning view of the picturesque Nordkette (mountain range) from the terrace of their safari lodge after a refreshing swim in the nearby lake or still sitting in their private whirlpool. The glamping site has been awarded the Glamping Star.

In the Rocky Mountains (USA), the glamping guest can experience a very natural glamping adventure at the Paws Up Ranch in Montana since the 1990s. Horse riding, climbing, rafting, fly fishing, and hiking are the preferred activities of the Montana glamper. The Glamping accommodations are reminiscent of the tents of the early trappers and settlers and are equipped inside with shower, toilet, and other civilizing amenities (see Fig. 10, interior view of a glamping accommodation). The operators attach particular importance to a balanced ecological balance of their ranch and work with various organizations on their idea of an environmentally sustainable and environmentally friendly tourist offer.

Fig. 10

Interior of the Cliffside Camp Honeymoon Suite, The Resort at Paws Up, Montana (Credit: Paws Up)

If you like it a bit more exotic, a glamping offer in Vietnam is certainly a good choice. For example, at Lak Lake in Lien Son, northeast of Ho Chi Minh City. Here the glamping guest enjoys the luxurious comfort of his “tent cabin” with a terrace and a wonderful view over the lake and the adjoining forest. The restaurant belonging to the complex spoils the guest with Vietnamese specialties.

In the heart of the Chianti region lies the Glamping Village Orlando in Chianti, also awarded the Glamping Star. On 14 hectares, the glamping guest is offered a unique selection of different glamping objects in the middle of an oak forest. Safari tent, Airlodge, Lodgesuite, Cottage Next, Cottage Clever, Air-Dreamer, Coco Suite, Bohemian Lodge, and CubeSuite are the glamping accommodations, all equipped with shower and WC. The restaurant focuses on regional products, the nearby winery invites you to an exclusive dinner with wine tasting. Excursions to Siena, Florence, and Arezzo complete the cultural offer.

In the Franconian town of Pleinfeld, Waldcamping Brombach offers its visitors a large selection of glamping accommodations: from sleeping barrels to circus wagons, from penthouse pods to safari tents, there is something for every glamping taste. Also, the culinary needs do not miss out. The local restaurant offers international and regional Franconian cuisine.

Back to the glamping roots, the Serengeti Park Hodenhagen is located between Hamburg and Hanover. Here you can observe the wild animals of the African savannah in the luxurious safari tent at the park’s Victoria Lake and go on a photo safari in a jeep.

This is of course also possible in Africa itself, more precisely in Marakele National Park. At the foot of the Waterberg Mountains in Marataba Safari Lodge, the glamping guest can expect 15 safari tent suites including a swimming pool, open-air restaurants, and of course lots of wildlife and safari adventures (see Figs. 11 and 12).

Fig. 11

Interior view of the luxury tent suite at Marataba Safari Lodge, South Africa (Credit: MORE)

Fig. 12

Exterior view of the luxury tent suite at Marataba Safari Lodge, South Africa (Credit: MORE)

A very special glamping experience is offered by the newly opened Germanenland at the Alfsee. Here the glamping guest sleeps in a very authentic looking Germanic House and enjoys the luxury and comfort of an exclusive mobile home. In addition, the Germanenland offers a distinctive and exclusive sauna and bathing landscape, which is housed in Germanic modeled longhouses. In addition, events (Germanic Games) and a variety of restaurants round off the historic Germanic experience at the Alfsee.

5.9 Glamping: “Manufacturer”

The development of the “safari tent manufacturer” Luxetenten from the Netherlands shows how dynamic the glamping trend really is. While the Dutch had a modest annual production of about 30 more or less luxurious tents in 2009 and mainly supplied the European market (Netherlands, Italy, Germany, France), Luxetenten now serves glamping customers all over the world, exporting to New Zealand and China. The annual production is reaching almost four-digit ranges, the tents are available in various sizes—up to 300 m² of floor space—and with all imaginable equipment, including whirlpool and fireplace. But other manufacturers of camping rental properties are also registering a rapidly increasing demand for glamping options. The glamping specialist NATURWAGEN & LODGES, based in Ellerhoop in Schleswig-Holstein, has sparked a real glamping boom in the German-speaking camping market in recent years and now supplies more than 80 camping sites and holiday parks in Germany, Austria, and Switzerland with rustic glamping pods, romantic circus, and shepherd wagons as well as original troll and BUGG huts. Tendency: strongly increasing. In close cooperation with Vacanceselect founder and glamping pioneer Loek van de Loo, the Italian manufacturer Crippa-Concept developed numerous and highly diverse glamping objects ranging from the luxurious lodge suite with free-standing bathtub to the two-storey air lodge with a sky roof offering an unhindered view of the stars. Several thousand glamping objects originate from this collaboration. The glamping trend has also arrived in the manufacturing of mobile homes. Instead of plastic and elastomers, mobile home producers are increasingly focusing on sustainable production and recyclable, resource-saving materials. When designing the interior and exterior spaces, mobile home manufacturers such as the Dutch ARCABO and the French Louisiane Group (TAOS model) are inspired by glamping.

6 Megayacht Charter

• Markus Krall 

Imagine a villa. Living space? Say 900 m². Partitioning? One suite for you, a few more for your guests, salons, terraces, and a gym plus pool. And now imagine you are not bound to one place. The villa swims and takes you to the most beautiful spots in the world. Welcome to the world of big yachts!

Superyachts are the last great freedom in this day and age. They combine luxury, safety, and mobility. And they signal true exclusivity at a time when this term is being used in an inflationary manner. Superyachts are unique, uniqueness is their principle. They measure 40, 60, or even 170 m, have tailor-made interiors, and are at a technical level far removed from the mainstream. Exceptional personalities drive these superyachts and they are built by highly specialized shipyards.

Around 7000 yachts with a length of more than 30 m are currently floating around the globe. If you take the official length from which a yacht becomes a mega yacht—i.e., 24 m—it is much more; but serious statistics have not yet been collected; you can assume there are at least 10,000 units. In addition, just under 800 further yachts are under construction at the approximately 100 shipyards focusing on superyachts. Europe, in particular, plays a major role here: 12,800 yacht meters (350 projects) are currently being built in Italy, around 4000 yacht meters (65 projects) in the Netherlands and 1700 yacht meters (55 projects) in England. Among the top 5 nations are Turkey (3600 m) and Taiwan (1800 m). With Lürssen, Abeking & Rasmussen and Nobiskrug, Germany also has quite renowned addresses. In Bremen and Rendsburg, however, pure custom-built yachts from 70 m in length are manufactured, with which of course no large throughput can be achieved as with semi-custom formats of 25 m in length. However, if one were to rank by volume and not by yacht length, Germany would rank second worldwide (Figures according to Global Order Book/Boat International Media and own research).

Here the average volume of a delivered yacht is about 7000 gross tons, in Italy it is about 400 gross tons. Also, the price per gross ton is much higher. The largest yachts built in Germany, such as the 155-m-long DILBAR, required a roughly estimated investment of 600 million euros from the client. However, only those directly involved know about exact budgets of this magnitude.

By the way, yacht ownership entails even greater obligations than, for example, a vacation property or a second home. On almost every yacht there is a permanent crew—on 25-m yachts, there are between two and three, on 50-m yachts 10–14 and on 100-m yachts even 70–100 employees. So, a yacht can be compared to a small business that has to be managed continuously. In addition, there are, for example, costs for berths, repairs, and maintenance. The annual cost of maintaining a yacht is between 5 and 10% of the purchase price, depending on the condition of the yacht and the owner’s demands.

This is another reason why another branch of the mega yacht industry is developing steadily and well—the charter business. The B2B booking platform of the Mediterranean Yacht Brokers Association (MYBA), yachtfolio.com, currently lists 1629 manned yachts between 20 and 99 m; weekly prices range between 15,000 and 1 million euros. For many customers, a charter trip is the more economical and uncomplicated way to enjoy a yacht—especially since many yacht owners also do not use their own yacht for more than 2 or 3 weeks per year. Exceptions also confirm the rule here, of course: After all, a number of owners are constantly circumnavigating the world with their (sailing) yachts.

Every yacht that is available for charter has a Central Agent. It is the first port of call for all customers and brokers (with customers) when it comes to chartering this yacht. The Central Agent markets the yacht to B2C (charterer) and B2B customers (broker), manages the booking calendar, and handles the administrative tasks for the owner. Some Central Agents manage a fleet of over 20 ships, the world’s largest fleet is listed by the Swiss broker Ocean Independence with more than 100 yachts and 15 branches between Hong Kong and Fort Lauderdale. The Central Agent can, of course, book customers for the yachts he manages himself—as an in-house deal, so to speak—but these cases occur rather seldom, usually the inquiries come from external brokers, the so-called retail brokers. In the event of a contract being concluded, the commission is divided as follows: 25% for the Central Agent, 75% for the retail broker. At first glance, the retail business is far more lucrative, but also far more unpredictable. Moreover, there is a tendency among the large brokerage houses to divide the commission equally, as the workload for the Central Agents is steadily increasing.

In addition to the weekly price, which—roughly speaking—includes the yacht plus crew plus meals, the charterer also pays an Advanced Provisioning Allowance (APA), an advance on the incidental costs incurred during the stay. These include fuel for yachts, dinghies and water toys, mooring fees, customs formalities, and fees for communications and shipping agents. Food and drinks are also paid for by the APA. Thirty percent of the charter price is common in the industry; the exact accounting is the responsibility of the captain of the yacht. A delivery fee may also be applicable if guests wish to embark at a port other than the home port of the yacht or the port where the previous charter ends. In any case, the charterer in the EU member states must pay VAT, which can be reduced to 6.6% depending on the itinerary (source: MYBA).

The first charter trips were organized at the beginning of the 1970s. In Germany, for example, Moncada Yachts, an Italian yacht dealer who had previously represented several brands as a sales broker and wanted to develop this new business segment, gained a foothold. A yacht of 20 m was already considered to be large and was valued at around 2000 D-Mark per day; the 53-m-long “Gaul,” which was watered in the mid-1970s, was considered to be a giant. The worldwide charter fleet consisted of 100–200 yachts, there was no serious documentation. We communicated with the customers via letter and telex, with the yachts via Norddeich radio or other stations. “It was a wild time,” recalls Adelheid Chirco, who then as now works as a charter broker and has witnessed the complete development of the market. “Except for the period following the terrorist attacks in New York, the industry has actually always grown or at least remained stable.” Only the needs of the customers have changed. While voluminous Jongert sailing yachts were in demand in the 1980s, especially among Chirco’s German-speaking clientele, this relationship reversed over the years. “From the year 2000 at the latest,” says Chirco, “the market was dominated by motor yachts. The desire for comfort and volume continues to rank first today. How many cabins there are on board and what the decor of the yacht looks like, especially inside, are perhaps the most important decision criteria for or against a yacht.” However, the customer structure had hardly changed. Around 80% of all charter trips arranged by Chirco are undertaken by families. There are often three generations on board for whom such a journey is the ideal way to reunite families. “Those who book with us often don’t have a nine-to-five job,” says Chirco (sources: Ocean Independence AG and personal interview).

Sixty percent of the time the ships travel in the Mediterranean, followed by Croatia with a 30% share and then Greece/Turkey. The most popular yacht size for years has been a 30–40-m-long motor yacht, which can cost between 50,000 and 100,000 euros per week. Most guests (from Ocean Independence) go on board in Cannes, followed by Palma de Mallorca, Naples, Monaco, Ibiza, St. Tropez, Tivat, Olbia, and Palermo (source: Ocean Independence AG).

While the market as a whole is stable, booking conditions have changed drastically. Customers or their brokers increasingly book at short notice, one could almost speak of a last-minute business. “In the past,” says expert Chirco, “charter trips were planned on a long-term basis. Today bookings sometimes come only three days before the start of the journey; and we are talking here about high six-figure sums.” The fact that the crews need at least 48 hours between two charter tours for cleaning and equipping the yacht is increasingly met with incomprehension. In addition, unreliability is increasing: even with signed contracts, there are sometimes no shows or attempts to reduce travel time shortly before departure.

So, social trends are reflected even in absolute high-end tourism such as super yachting. Brokers and owners have to come to terms with this as well as with the fact that more and more booking platforms are emerging which, however, do not fulfill any advisory function. Nearly all reputable brokers organized in the Mediterranean Yacht Brokers Association advise to contact a reputable agency for charter bookings, because they are informed about the latest legal regulations and can compile the best itineraries from many years of experience. In addition, brokers—unlike booking portals—personally visit the yachts and can professionally classify crews and equipment.

Whether a booking behavior analog to portals such as booking.com or airbnb.com will ever establish itself can still be doubted at present. However, brokers, shipyards, and suppliers to the yacht industry now also have to take new marketing paths in order to reach Millennials and Generation Y, respectively. Facebook, Instagram, Landing Pages, Influencer-Marketing, and the organization of hip Customer-Only-Events can be found wherever a CEO is in charge who is not closed to the future, looks after customers himself, and does not operate a top-down management.

7 The Art of Hospitality: About the Luxury of Touching People in Their Entirety

With the editorial collaboration of Marc Aeberhard.

7.1 Cucumber Instead of Caviar

• Andreas Caminada 

According to Maslow’s pyramid of needs, food is one of the fundamental basic needs, but it can also be an art form that goes far beyond the intake of calories and becomes an experience for all the senses. It is not that people talk about cooking for nothing. International top gastronomy has become incredibly competitive. Even though there are no limits to creativity, there are still trends, developments, politically and ecologically correct and incorrect (think of the discussions about frog legs, turtle soup, shark fins, or foie gras), which must be taken into account when designing offers. Top gastronomy has become an indispensable part of the luxury world. Just good cooking is not enough anymore. It is more about taking the guest on a culinary journey and touching all the senses. It is about creating a holistic culinary experience.

7.1.1 Hospitality

The creation of a culinary experience that goes far beyond cooking requires a team effort: the well-rehearsed interaction of the kitchen brigade, service team, back of house, and front of house. So, people are at the center of the operation.

The word hospitality contains the words “guest” and “friendship,” and both have to do with relationships between people. Consequently, the philosophy of a (luxury) restaurant should focus on the human being. An organization must develop a spirit in which people feel well taken care of, regardless of whether they are an employee, a guest, a business partner, or a hiker. When he crosses the threshold to the restaurant, he must feel welcome.

7.1.2 The People

Nothing works without a team. Therefore, the focus must be on the people who are active in the organization, who make up the organization. Motivation and the promotion of development opportunities for each individual are important. This investment in people is the basis for the team spirit. Then everyone gets down to it, even beyond the limits of their job description. It goes without saying that a dishwasher will help a guest with a suitcase or a receptionist will serve a coffee in the lounge. So, everyone becomes a host and everyone in the house feels the team spirit. Today more than ever, luxury means creating this feeling of togetherness. The personal and individually tailored service is becoming more and more important.

But this attitude does not come by itself, it must be encouraged, and people must be trained accordingly. And this has a highly motivating effect; even internally, new goals have to be set again and again and opportunities for further development have to be exploited. This attitude and energy are the most important capital. Being a leader also means assuming responsibility and giving something to the industry, to people.

The driving force behind this commitment is the creation of an atmosphere of well-being, security, and love. A one-sided focus on profit would make this mindset impossible.

7.1.3 Products and Cooking

Although we (the three Michelin stars restaurant Schauenstein) can look back on a huge development in the kitchen, our foundations are the good old “Pauli” and the classic French cuisine. They are and remain the basis (also) of our training. But standstill means regression and therefore we tirelessly strive for further development, improvement, and perfection. The exchange with other chefs is very important to experience and learn what is going on in the world. What are new trends? What are current discussions, both in the kitchen and in society? Just a few years ago it was the ultimate “luxury” to process the craziest ingredients from the most remote corners of the world. They have gotten away from that by now. Today, the trend—and I think it will continue for quite some time—is regionalism. Real, honest stuff from the neighborhood.

It is important to tell authentic stories. And stories are always connected to a place. That is why we attach great importance to such stories when selecting our products, as the example of the Tsar’s apple shows: Here in Domleschg one of the best apple varieties has been growing for centuries. This apple is known for its outstanding taste and was exported exclusively to the Zarenhof in St. Petersburg. Although nobody in the high Russian aristocratic circles knew that this apple came from Switzerland, everyone knew that it came from the Domleschg fruit valley.

The castle in which our restaurant is located is also marked by history and stories. Daniel Bonifaci, who lived here in the house in the late sixteenth and early seventeenth centuries, created a kind of etiquette for young people. And later it was my great uncle, the Chur bishop Rest Giusep Caminada, who went in and out of the castle here. Now it is up to us to add stories, episodes, and experiences, sometimes smaller, sometimes larger, to keep the house and its soul alive.

Of course, langoustines and halibut have their place on the menus, but more importantly, they are rooted in their immediate surroundings. We work very closely with the local farmers here. We now bake bread with special grains, which only grow here, use ancient plums and vegetables, and have even experimented with artichokes. These are now thriving so well in the local microclimate that the yield has already multiplied within a few years. Recently, for example, we have been trying to grow our own figs. The aim is to illustrate the seasonal diversity of agricultural products, thus sending a clear signal of honest sustainability and to obtain the best quality at all times in close cooperation with producers, fruit growers, Chrüüter-Fraueli, but also cheese-makers, butchers, etc. For us, authenticity is not the buzzword that has been somewhat worn out in the meantime, but an honest reality that is lived every day.

The worst thing is mainstream. It is therefore very important that every chef does his best with the typical specialties of his region. Let everyone do what they do best.

Among my favorites are very simple products like cucumber, onion, and tomato. The difficulty lies in turning these simple ingredients into a top dish. It does not always need luxury products, but the dramaturgy of the menu must be right. That is the real luxury! It is about working with different textures, conjuring up warm and cold on the plate at the same time, crispy and soft, bringing excitement to the plate. With a staged sequence of the menu, we tell a story. The goal is to create one’s own identity, one must create one’s own handwriting, find one’s own way, and remain faithful to it. It is not about following trends but finding your own kitchen language and then following it without stopping. It is particularly important to constantly develop yourself further.

Often the question arises as to how extensive a menu must be, and the answer is not easy. There are no clear rules. But of course, it is not about 20–30-course sequences. Our menus are usually six to eight course, but the intermezzo, the upgrading through small attentions here and there, the little surprises, the excitement and curiosity, joy and delight trigger, decorate the overall experience. And depending on the situation, a small course can be added. Flexibility is a key competence, both in terms of seasonality and the availability of products in the right quality, but especially in terms of the expectations, wishes, and dreams of our guests.

7.1.4 Creating Experiences: The Great Luxury of Having Time

The guest not only comes to eat but also spends time with us. And we want to make this time span—may it be shorter or longer—a highlight, a very special experience. The stay here in the house should give the guest the opportunity to feel the combination of service, region, the other people, the food, and the location as a whole.

7.1.5 Flexibility

Such an attitude demands a lot from the team; it requires maximum flexibility, a high expenditure of time, a lot of energy, full concentration, and maximum presence. This makes our everyday life very, very intense. But we are rewarded with the biggest gift a restaurant can have: with happy guests who do not want to leave anymore. Lunch guests from Hawaii were still there at 2 am in the morning. Situations like this happen again and again, and this shows that it is not just about a meal, but rather about the time they spend in Schauenstein. The guest is visiting us and should arrange the time with us in such a way that he takes a maximum experience home with him. For us, this means true, dedicated, lived hospitality. It is our understanding of the true art of hospitality. And perhaps also the secret behind our team spirit.

At Schloss Schauenstein we have created a small island where guests can escape from everyday life.

On the one hand, flexibility means making every experience so special and unique that the guest gets the feeling that it has been tailor-made for him or her. Flexibility is not only important for our guests but also for us with regard to our orientation toward the future.

7.1.6 The New, Old Marketplace Idea

The town of Fürstenau is a challenge, but also a great luck. The secluded location in the canton of Graubünden, away from the major urban centers such as Zurich, Basel or Bern, means that Schloss Schauenstein and our restaurant have to make a daily effort to ensure that the guest’s journey to us has been worthwhile. The history of the place helps us. According to a decree issued by King Charles IV in 1354, Fürstenau was granted town charter, even though the town has only a few houses and a small castle. And so we became the smallest city in the world.

It is this diversity—partly given by the situation and history, partly created by us—that enables us to exchange on different levels. It is the exchange of products, thoughts, experiences, values, services, feelings and experiences, the appreciation, devotion and respect for history, nature and people that count. It is only in this dynamic symbiosis of hard and soft facts that individual parts become a large whole that has to be created, maintained, preserved, and carefully developed anew every day. This is our true understanding of luxury gastronomy in this day and age.