*筆者: 先前曾以一些新聞報導觸及頂級奢華酒店品牌─安縵酒店集團 ( 文章一、文章二、文章三 ) ，而其旗下據點大多為遺世獨立的渡假酒店(首間安縵渡假酒店 Amanpuri 位於泰國普吉島西岸的Pansea Beach)。安縵酒店集團以其絶景、高質感設計與低調細緻的服務(住客常常感覺不到服務人員的存在，卻又能完成滿足所提出的需求，並讓住客有全然放鬆與自在的體驗)著稱於世，不過近年擴展快速的步調與既有風格的變異(比方像是金碧輝煌的威尼斯安縵酒店)，讓死忠的「安縵鐵粉(Amanjunkie)」與評論家有些微詞，但持續增加的據點仍讓Amanjunkie們如同集點般地紛紛入住體驗，而令一般人咋舌的房價(每晚台幣二萬多元起跳)有了「就算賣腎也要去住」的玩笑話。

           古有云「結廬在人境，而無車馬喧；問君何能爾，心遠地自偏」，亦有「大隱隱朝市，小隱隱藪澤。」之言(此二句引用偏重於空間，而非原有的心境層次)，從 HOTELS Magazine與安縵集團營運長 Roland Fasel的專訪可見集團的營運策略除了在遺世獨立的絶景處外，各大都會區也會是考慮進駐的地點，東京安縵酒店可為一例，一個可頓時逃離俗世繁務的休憩處所；此外，推出自有的餐飲品牌及姐妹品牌酒店亦為安縵集團規劃進行中的部份。當家掌廚的，總希望能擴大事業版圖與增加營收，並藉由事業體與策略的調整，延長事業體生命週期。一起看看安縵集團營運長(Chief Operating Officer)的分享。

Aman’s Fasel drives ambitious urban strategy
(安縵集團營運長力推都市型酒店版圖)
2018/03/22  HOTELSMag.com by Barbara Bohn

Roland Fasel is busy. He just completed his first year as Aman Resorts Hotels & Residences’ chief operating officer – a year of intense travel to most of Aman’s 31 hotels in 26 countries. Last year included gathering momentum with a new leadership team and further developing Aman Wellness and two F&B restaurant brands. January saw the opening of the ambitious Amanyangyun hotel near Shanghai, a project that entailed moving Ming dynasty-era houses and a camphor forest 700 km. In 2018, which marks 30 years for Aman, and beyond Aman will see more expansion into urban locations with residential as a key component, including a New York City hotel slated to open in 2020. HOTELS’ Investment Outlook talked to Fasel, who joined Aman from The Dorchester Collection.
(Roland Fasel 工作忙碌。他才任職安縵渡假酒店、酒店暨酒店式住宅的營運長滿一年，而這一年他幾乎走遍安縵在26個國家的31個據點，並且同時完成新的領導管理團隊、進一步推展安縵養生服務及2個餐飲品牌的營運動能。今年一月在上海郊區(閔行區)開幕的養雲安縵酒店更是集團的雄心壯舉，因該建案計劃必須要遷移明代時期的建築以及700公里外的樟樹林園至現址。今年2018年是安縵酒店集團成立30週年，未來將可見到安縵酒店集團拓展更多的都市型酒店搭配酒店式住宅成為主要營運模式，包括像是預計在2020年開幕的紐約安縵酒店。本篇是「HOTELS Magazine投資觀點」編輯與安縵集團營運長 Roland Fasel的訪談，而 Mr. Fasel前東家是 Dorchester精選酒店 。

 

安縵酒店集團營運長 Mr. Roland Fasel

HOTELS’ INVESTMENT OUTLOOK: How is the drive to open more urban locations coming?
HOTELS Magazine投資觀點(以下簡稱HIO)：請問開拓更多位於都市的據點之進展如何？

Roland Fasel: It is a normal evolution of the brand that, ultimately, we need to explore the urban context. If you look at the success of Tokyo (opened in 2014) and how the ethos and brand pillars were translated into Tokyo, and now to a certain extent into Shanghai, and potentially into New York City, you can translate these brand pillars around the generosity of design, the service proposition and the human touch into a city context. We are all very committed to growth on that side, but it doesn’t take away that we stay focused on nurturing our pathfinder spirit and still want to be at the forefront of finding destinations that are not, maybe, on the map today.
Roland Fasel(以下簡稱RF)：這對於安縵這個品牌而言是個正常的變革，因為我們終究得開拓都市場域。且就東京安縵酒店(2014年開幕)的成功營運及其安縵品牌精神與根基是如何地轉化至東京這個大都會，現今就某種程度而言之於上海，以及未來之於紐約市來看，你確實能夠將豐富的設計、服務的命題及人心的觸動等這些安縵的品牌立基轉化至都市場域。我們全都致力於發展該項區塊，但這並未將我們帶離原本所培植的開拓者精神，因我們仍舊想成為探尋現今尚且未列於地圖上的旅遊目的地之先驅。

HIO: Regarding the spacious design – how will that affect room prices?
HIO：關於安縵酒店一向的寬敞空間設計 ─ 這會如何影響客房住宿價格？

RF: In most of the locations we enter… our aspiration is clearly to redefine some of those rate ceilings or some of those opportunities you have in those destinations. I always feel that we have to be redefining and resetting some of those goals in those resorts and those cities. New York City is obviously very competitive, and we have a lot of respect entering the market, but I feel that what is coming together and what is planned, and the location we are in, the ethos and the service delivery, we have a unique opportunity to be very successful in New York.
RF：在大部份我們所進駐的地點…我們的理想在於清楚地重新界定酒店所在地的房價天花板或者更多些價格上的可能性。我總感覺我們安縵集團必須重新界定與設定我們的據點及其所在城市的目標價格。紐約市顯然是相當競爭的，而我們有很多的面向切進這個市場，不過我覺得安縵集團所規劃的、逐步上軌道的、所選擇的位置以及傳達的品牌精神與服務，讓我們得以有獨一無二的機會在紐約市大獲全勝。

HIO: Other cities you’ve talked about entering include London, Paris, Hong Kong, Singapore and Sao Paulo. Are they still in the pipeline?
HIO：您所提及進駐的城市包含倫敦、巴黎、香港、新加坡與聖保羅。請問是否仍在規劃籌備的名單中？

RF: We’re moving on several of the locations. At this moment I’m not in a position to reveal which one will come first, but there are three or four cities where we are in an advanced stage of finding locations and partners who want to collaborate. Some of the cities are a little more difficult than anticipated, but in general we have several getting closer.
RF：我們仍持續評估幾個地點。此刻我不適合去透露哪個城市據點會先公布出來，但確實有3~4個城市正處於覓點與尋求合作夥伴的先期階段。有的城市比當初預期來得困難些，但總而言之，我們已有些城市的評估狀態已漸趨明朗確定。

HIO: Any plans to introduce a new brand?
HIO：有任何推出新酒店品牌的計劃嗎？

RF: It would be a missed opportunity not to explore a sister brand to the Aman brand. Not a sub-brand, but a sister brand – equal but in a different segment.
RF：如果不開發出一個相對於安縵酒店的姐妹酒店品牌，那會是個錯失的商機。不過那不會是副牌，而是一個對等卻又相異區塊、客群的姐妹品牌。

HIO: It’s Aman’s 30th anniversary. What’s the long-term plan?
HIO：今年是安縵酒店的三十週年。請問安縵長期規劃是什麼？

RF: In 2017, first and foremost, we defined the proper strategy in embracing and safeguarding our brand and further shaping it into the brand we want it to be. We have a track record in the business, and we have a very committed view on remaining faithful to the core values of this 30-year-old brand. But we want to integrate a strategic plan to grow our business, and we want Aman to reflect the changing marketplace and requirements and design of today’s adventurer. So we have done proper HR strategy to make sure we have people who can grow with me, develop with me… (Aman) is a brand that will pencil in 45 to 48 hotels; that’s our aspiration up to 2025. Part of the strategy clearly defines 2025 as our benchmark. It’s all about fulfilling that strategic outlook that we finally have proper alignment for, and that we have alignment with the shareholders. Residences is a key component of our brand and the way forward. Of the 11 projects, all of them have a residence component.
RF：首先，我們在2017年界定了適當的策略，既維護我們的品牌也開放接納形塑成所欲的經營方向。我們有事業上的過往經驗，而且我們有相當堅定的想法於對30年歷史的品牌核心值價保持忠誠。不過，我們想整合一項策略計劃讓安縵集團得以茁壯發達，並讓安縵能對變遷中的酒店市場與消費需求，以及對現今具探索因子的旅人的規劃設計做出回應。於是我們採取了適當人力資源策略以確定召募到能與安縵一同成長與發展的人才… 安縵品牌將會再擴展45至48個據點；而這是我們在2025年前的理想目標。安縵部份的營運策略亦清楚地定下2025年是集團的新基準年。這一切都在於實現集團的戰略觀點，這包含集團最終能做出合宜的營運調整以及與投資股東們的獲利立場一致。酒店式住宅是安縵主要的品牌元素之一並且是未來發展的方向。安縵有11個據點計劃均包括酒店式住宅的部份。

HIO: Developing two F&B concepts for hotels seems to buck the “local” trend. What’s the strategy?
HIO：發展二個安縵自有的餐飲品牌似乎與「在地化」風潮相抵觸。能否談談安縵的策略是什麼？

RF: These are restaurant concepts, Japanese and Italian, that have to compete with the restaurants in the destinations they’re located in, but it would also become potentially an independent restaurant, maybe, in cities where we cannot get in. I think we are quite aligned to the same trend. Today, in  order to guarantee the organic piece, you have to source locally. The concepts have enough flexibility to adjust the menus based on the produce or product that is available in the local context… In some of the places maybe you wouldn’t put a Japanese restaurant and you don’t have access to the product I need to deliver on that high level, but in general, nowadays, we have access to incredible global product in many of the destinations we operate in.
RF：安縵所規劃發展的日式與義式餐飲品牌必須與酒店所在地的餐廳相互競爭，不過我們所規劃的餐飲品牌也有機會成為獨立的餐廳，或許藉由餐廳代替酒店進駐到我們無法設立酒店據點的城市之中。我認為我們的餐飲規劃仍與在地化風潮一致。現今，若為了要保證取得有機食材，你得要就地取材。安縵未來的餐飲品牌計劃有足夠的彈性依當地的自然物產去調整菜單…在某些地區城市，你或許不會開設一間日式餐廳，又或者你接觸不到我們高水準的餐飲服務，然而總體來說，現今我們在全球許多旅行目的地經營著絕佳的品牌相關商品服務。

A courtyard villa at Amanyangyun: Buildings dating from the Ming dynasty, along with an entire camphor forest, were moved 700 km to a site outside Shanghai.(圖為上海養雲安縵的天井別墅：上海養雲安縵的建物可溯及明代，並有遠從700公里外移植而來的整座樟樹林園)