Creating a new hospitality concept should never be just another marketing exercise or portfolio expansion. Antony Doucet, chief experience officer at Kerten Hospitality, shares his dos, don’ts and lessons learned when introducing new names into the market.

In hospitality today, the conversation around brand creation has never been louder. Investors and operators alike see opportunities in differentiation, in lifestyle positioning and in developing products that answer to new guest expectations. However, behind the glossy announcements of new concepts lies a more complex question: what is the true value of launching a new hotel brand?

For me, the answer begins with purpose. A brand should never be born simply to expand a portfolio. Instead, it should exist because it adds something essential to a place, a community or a conversation. Otherwise, we risk adding noise to an industry already overflowing with logos and sub-brands.

In our work, each project has taught us valuable lessons about the pros and cons of brand creation. What follows are some reflections, not as prescriptions, but as observations from navigating this journey.

THE UPSIDE: purpose-built brands

One of the strongest advantages of launching a new brand is the ability to tailor it from the ground up. You start with a blank canvas, unburdened by legacy systems or rigid brand guidelines. Moreover, you can design a bespoke experience around a very specific purpose.

A powerful example of a purpose-built hotel is Dar Tantora (The House Hotel) in AlUla, Saudi Arabia. Rather than importing a pre-set concept, the hotel brand was shaped entirely by the destination’s history and cultural fabric. The property was born from centuries-old mud-brick houses, restored with great care to preserve authenticity while introducing comfort. Additionally, guests are invited into experiences that go beyond a typical stay: candlelit pathways, traditional rituals, storytelling and a design language that honors local heritage.

This approach transforms a hotel into a cultural gateway. The brand’s identity is inseparable from its setting. Therefore, when a new concept is rooted in place and purpose, it resonates not only with the community but also with travelers seeking meaning in their journeys.

Starting fresh also allows for ESG to be at the core. It allows businesses to integrate carbon reduction, local sourcing and social impact into the DNA rather than bolting them on later. Guests notice when sustainability is an afterthought versus when it is the backbone.

an adventure offering in the desert, it added another dimension of experience. These partnerships thrive best when there is a fresh brand canvas to build on.

THE DOWNSIDE: complexity behind the logos

However, it would be dishonest to say that launching new brands only has an upside. There are very real challenges and ignoring them can quickly erode value. Below are three of the most important:

Complexity – each brand carries its own ethos, design language, guest promise and operational model. Without a strong backbone, the portfolio risks becoming fragmented. Guests should never feel inconsistency, even if they are moving from a glamping site to a branded residence. Holding that balance takes discipline.

Resource intensity – launches demand leadership focus, creative energy and operational resilience. Rolling out one new opening after another is exciting but also exhausting for teams if not carefully managed. Every new brand requires not just a launch plan but a long-term roadmap for growth and consistency.

Market risk – a brand deeply rooted in community only succeeds if it truly resonates with that community. Entering a new cultural or regulatory environment with a concept that misses the mark can damage credibility quickly. When we opened Cloud7 in Rome, we weaved local art and heritage into the experience, instead of imposing a pre-designed template. Getting that wrong could have undermined both authenticity and acceptance.

LESSONS LEARNED:

finding the balance

So how do we navigate between opportunity and complexity? A few lessons stand out from my own journey:

Why is the compass – every new brand should have a clear purpose. Whether it’s empowering entrepreneurs, driving sustainability or creating immersive cultural experiences, the reason must go beyond commercial expansion.

The internal architecture matters – collaborative leadership, dedicated teams and an adaptable operational methodology allow new brands to grow without draining the whole organization. From luxury to mid-scale, a brand is only as strong as the structure that supports it. Furthermore, a framework should combine guidelines and processes with the freedom to curate.

This framework needs to be reinforced by ‘the story document,’ a living blueprint that captures the intent of each bespoke brand launch: its vision, guest journey and community role. Then, when the general manager and his team step in, they are not simply operating a property but carrying forward a story.

Communication – connecting with owners, investors, governments, architects and local communities around this shared story is vital. It ensures that innovation remains anchored in place and purpose. That balance between structure and disruption is what enables industry players to scale bespoke without becoming generic, while maintaining coherence and clarity. Without this framework, creativity risks fragmentation. However, with it, new brands can thrive and remain authentic at scale.

Partnerships amplify impact – from public-sector collaborations like The Collective in Saudi Arabia to cross-industry alliances such as Lumente, we’ve learned that partnerships give depth and longevity to new concepts.

Cultural immersion is non-negotiable – a successful brand launch listens first and designs second. It reflects local identity and integrates it into every touchpoint, from design to scent and from sourcing to storytelling.

Creating stronger brands

I don’t believe the future of hospitality lies in creating endless hotel brands for the sake of growth. Rather, it lies in creating stronger, more purposeful brands. Launching a brand is not a marketing exercise. It is a responsibility. Each one should be an ecosystem that matters, empowers and endures.

For us, navigating the pros and cons of launching new brands has been less about portfolio growth and more about living our purpose.

The question we should all be asking is not “Can we launch another brand?” but “Why should this brand exist?” If the answer serves communities and creates value for both people and planet, then the brand is worth building. If not, perhaps we already have enough names in the market.