Jumeirah will focus on the UK market as part of the company’s growth plans following the launch of its rebrand in May. 

Speaking to TTG Luxury, chief brand officer Michael Grieve said that the Emiriti luxury hotel chain will expand to “destinations where we do not have an existing presence”, including “key European gateway cities and international resort destinations”. 

As for its main source markets, Jumeirah will focus on the US, India, China and major European markets such as Germany and France. Grieve emphasised that UK clientele will “always be important” for Jumeirah, noting that the country is “generally in the top five feeder markets to Dubai” as well as a “gateway for other key markets, such as the Americas and Asia”. 

He also said that the hotel company will also be looking to destinations that are renowned for their “industry tastemakers”, such as Paris, Milan, New York, Tokyo and London. 

The update comes two months after Jumeirah unveiled its “new visual identity”, marking the first major change to the brand since its 1997 establishment. This revamp is part of an accelerated growth strategy to double the company’s portfolio of 26 properties by 2030, and to ensure it continues to meet the fast-evolving expectations of luxury travellers. 

Jumeirah already has three projects in the pipeline: Jumeirah Red Sea in Saudi Arabia, Jumeirah Marsa Al Arab in the United Arab Emirates and Jumeirah Le Richemond Geneva in Switzerland.

Its rebrand was introduced with a new logo, which has been custom-designed to “depict simplicity and elegance” through Arabic calligraphy and Serif strokes. Jumeirah has also dropped the “Hotels and Resorts” from its name to more accurately reflect its offerings, which now include the Jumeirah Residences Marsa Al Arab in Dubai. 

Grieve says that the company’s next step will be implementing the rebrand at the “operational level”, which includes “evolving brand partnerships, loyalty programme, CRM programme and sales strategy”.

The company understands that it is operating in a highly competitive field, however, and is therefore looking beyond its product for its USP. 

“We already have a great reputation for delivering exceptional hotels and it forms part of our identity, but it’s not what will set us apart as we move forward,” says Grieve.

“We aim to build depth and meaning for our brand with an international audience, whether they are familiar with Jumeirah or new to our offerings. To support our positioning as a brand of influence, we are shaping an engagement strategy in the form of a ‘majlis’ of global culture, conversation, and connection. This concept is a key differentiator and a creative territory we are eager to explore and own.” 

Jumeirah’s renewed vision and investment strategy will prioritise boutique-style properties with up to 150 keys, emphasising suite-category rooms, villas, and residences. The luxury hospitality brand is actively seeking owner and operator opportunities in key cities and resort destinations across Europe, the Americas, Africa and Asia.

“The move away from larger properties is a response to the type of audience that our brand is attracting,” Grieve explains. “We are seeing a higher demand for suites and villas, as people are increasingly engaging in multigenerational travel, extended stays and demand secure spaces that offer privacy and a dedicated on-demand service. The heightened interest in bespoke and immersive experiences also requires consideration when defining the context in which that is best executed.”