LEVA Hotels spreads its uniqueness to Middle East and Africa
Unveils its first Saudi 5-star property
LEVA Hotels, a dynamic UAE-based hospitality brand, has forged a strategic alliance with Saudi Arabia-based Dhaliliyah Hospitality. This partnership encompasses the launch of Zen by LEVA, a new 5-star luxury hotel in Riyadh. Infusing local traditions with global sophistication, the property offers a unique space for guests to embark on journeys of self-discovery and exploration, setting it apart in the competitive hospitality market.
LEVA Hotels is investing $15 million in Zen by Leva to propel its expansion in the Middle East and North Africa (MENA) region. By 2027, the plan is to add 1,200 rooms across Saudi Arabia, Egypt, Morocco, Qatar, and the UAE. This strategic investment underscores LEVA’s confidence in the brand’s potential and the growing demand for luxury experiences in the MENA region.
Out of Dubai
Since its inception in 2019 with the launch of its first 4-star hotel in Dubai, LEVA Hotels has experienced rapid growth. It now manages 11 properties across the MENA region. The introduction of Zen by LEVA marks a significant leap in the company’s growth strategy within the hospitality sector, underscoring its momentum and success. LEVA stands for ‘comfort and solace’ in Latin, precisely what the hospitality brand aims to offer its guests.
As LEVA Hotels prepares for its next chapter, it remains steadfast in its commitment to delivering authentic experiences while nurturing local talent. This dedication is not just a part of our expansion strategy but a core value that the brand believes is crucial in fostering a culture of service excellence in a rapidly changing hospitality landscape.
In this exclusive interview on the sidelines of Future Hospitality Summit World 2024 in Dubai, JS Anand, Founder and CEO of LEVA Hotels, discusses the brand’s expansion, innovative approach to hospitality, and travellers’ evolving needs.
Excerpts from the interview:
To kick things off, what is the latest news regarding LEVA Hotels?
We are excited about our growth trajectory. LEVA Hotels is a homegrown brand that started five years ago in Dubai. We have expanded into Saudi Arabia and are thrilled to announce our first five-star property, Zen by LEVA, which will be ready in about 60 days.
This boutique hotel in Riyadh will have 134 keys and feature innovative F&B concepts, rooftop meeting rooms, and two ballrooms catering to business and leisure events like product launches and weddings.
LEVA is growing in the Middle East and looking towards Africa. Can you elaborate on that aspect?
Absolutely. We recently signed a project for a three-star hotel in a prime area in Kampala, Uganda. We are also exploring three- and four-star projects in Harare, Zimbabwe, and plan to expand into Bulawayo.
Additionally, we are looking at coastal developments in Ivory Coast, which will take about a year and a half to bring to fruition. We focus on building the LEVA brand in the Middle Eastern and African markets while being cautious about European expansions due to different market dynamics.
How do you plan to maintain quality and service standards across different regions with such rapid expansion?
That is a great question. A key challenge in Africa is finding quality human capital. We are big advocates of local promotion; we prefer hiring and training locals rather than relying heavily on expatriates. We believe in developing talent from within. This ensures our staff understands the local culture and can deliver genuine hospitality. We want our local communities to feel the impact of our growth and success.
Can you provide insights into your investments?
Sure! Our asset-light model means we have not acquired properties outright but have focused on renovations and improvements. Our investment for these upgrades has been in the range of $7 to $8 million. It is about being strategic and calculating in our growth.
In such a competitive hospitality landscape, what distinguishes LEVA Hotels from other players in the market?
Flexibility is our biggest asset. Unlike many global brands that adhere to strict guidelines, we work closely with property owners to tailor our approach based on their existing structures and visions.
Our fees are highly competitive, and we offer boutique-style service that emphasises local culture and trends. We focus on smaller, more intimate properties, allowing us to concentrate on delivering personalised service.
What is the current state of the hospitality market in the Gulf Cooperation Council (GCC) region?
The GCC market is dynamic. Dubai has successfully supported additional supply while marketing itself globally. However, there is still a need for more leisure developments.
Saudi Arabia is emerging as a significant player, with ambitious projects transforming its hospitality landscape. While it may take time for these projects to reach maturity, the potential is immense.
How does being a homegrown brand give you an advantage over international competitors?
Being a homegrown brand gives us a unique advantage over international competitors. We offer a deeply rooted perspective in our region, creating functional, stylish spaces without the excesses of traditional luxury.
Understanding local customer needs helps us develop strategies that resonate with our clientele. We also prioritise career development for our employees, fostering loyalty and enhancing service quality, further strengthening our connection to the MENA region.
How have the needs and expectations of leisure travellers evolved?
Today’s travellers are more tech-savvy and demand accessibility. They expect high-speed Wi-Fi, smart TVs, and personalised experiences. Factors like room quality, service availability, and even the ambience of a hotel play crucial roles in their decisions.
Families, couples, and business travellers have different priorities, and understanding these nuances is essential.
In this context, how important is the pricing?
Pricing must align with market expectations. We need to offer value based on what travellers are willing to pay. While some markets may command high prices, like $1,000 per night, we aim to provide quality accommodations that reflect reasonable rates.
In competitive markets like the UAE and Qatar, pricing strategies are crucial for attracting guests while maintaining profitability.
What are your strategic priorities moving forward as LEVA grows?
Our focus is organic growth, fostering local talent, and creating unique guest experiences. We are keen on entering new markets but will do so thoughtfully, ensuring we maintain our brand identity and commitment to quality service.
We are also looking for potential investors who share our vision, which will help us accelerate our expansion plans.
It sounds like an exciting journey ahead for LEVA Hotels. Thank you for sharing your insights.
Thank you! I appreciate the opportunity to discuss our vision and strategies. We are looking forward to a bright future in hospitality.
Featured image: JS Anand, Founder and CEO of LEVA Hotels, at FHS World 2024 in Dubai. Credit: Arnold Pinto
Last Updated on 2 months by Arnold Pinto
