Several flagship family-owned properties have, in recent months, made strategic moves away from alignment with major hospitality brands. Owners say the shift is motivated by the desire to preserve authenticity and regain freedom from corporate benchmarks.
For example, Tengile River Lodge and Kirkman’s Camp in the Sabi Sand will transition from &Beyond to management under their founding owners, the Saad family, from March 1 next year.
This follows the recent return of the ultra-high-end North Island Seychelles to fully independent, family-led operations after six years under the Marriott brand. Meanwhile, the legal dispute between Wilderness and the Kays family, lease holders of the Jao Reserve in Botswana’s Okavango Delta, is another example of the trend.
Savannah Saad, Joint MD of Tengile River Lodge and Kirkman’s Camp, told Tourism Update: “For us, this decision is about being closer to the places that matter most. Our family has always enjoyed a deep connection to the Sabi Sand, and both Tengile and Kirkman’s hold a very special place in all our hearts.”
“As a family, we bring a long-term perspective and a personal dedication to our business. We are not just thinking about the next quarter; we are future-fitting a business for the next generation. This focus allows us to prioritise conservation, habitat management and community partnerships,” said Saad.
For North Island Seychelles, the move reflects a desire to “preserve the soul” of the property, according to GM Mark Sterner.
“The owners felt that returning to an independent, family-led structure would allow the island to operate with greater freedom, creativity and sensitivity to its environment and community. This transition enables us to make decisions based purely on what is best for the island, our team and our guests without the constraints of broader corporate strategies.”
High-end traveller preferences
The Saads view the transition as a strategic advantage that caters to broader high-end travel preferences.
“We actually see the investment by big brands in the safari space as an enormous opportunity for us. The move to an intimate family-owned entity is in line with another trend in the broader travel industry that sees people increasingly making travel decisions based on an aversion to the big brands and an attraction to the smaller and more intimate offerings,” Saad said.
Paige Gehren, Marketing and Foundation Director of family-owned Isibindi Africa, said buyers are showing more interest in unique boutique experiences and the stories of family-run lodges.
“I think the market likes a heritage story where families have pursued their dreams and made a success of a brand. There is also a move towards supporting destinations that aren’t generic. We believe artisanal and carefully curated is the future in many different types of business.”
Freedom from corporate protocols has also granted independent operators enhanced flexibility and creativity in crafting guest experiences and adapting to trends.
“Independence allows us to deliver true personalisation with no limitations on how experiences can be shaped: we can design experiences that are often impossible to replicate within a brand’s rigid structure. It gives us the agility to create, innovate and respond quickly to guest preferences and industry trends, allowing operators to build highly personalised itineraries,” said Sterner.
Prospects affected by reduced budgets?
Gehren emphasised that, with significant budgets and global reach, large brands could launch products quickly and receive broad acceptance from a strong database of existing operators.
“They often have better access to the market and are sometimes able to negotiate more competitive commissions. In difficult environments like COVID, most of the bigger brands have multiple shareholders who can finance difficult times; businesses like ours have to bankroll this on our own.”
Gehren pointed out that both ownership models – family-operated and corporate – have pivotal roles to play in Southern and East Africa’s tourism sectors.
“The tourism market needs the reliable continuity provided by the bigger brands: their drive and leadership and confidence to open up new markets. We provide the niche, bespoke experience that appeals to a different market and traveller,” she said.
