Life of Luxury: Hotel marketing maestro Joanne Tang’s Infinite Luxury Group takes high-end travel experiences above and beyond 

During her formative years in the Netherlands, Joanne Tang was admittedly shy and retiring, so it was surprising to friends and family when aged 16, she plumped for a course in hotel management that normally attracts bubbly, outgoing souls.

But now, looking back on more than 20 successful years in the luxury hotel industry from her vantage point as CEO of Infinite Luxury Group, the marketing and branding enterprise she founded in 2010, she knows her career choice was spot on.

Her family background did play its part, though. “My family owned restaurants in the Netherlands and Germany, so I grew up with the hospitality industry around me every day,” says Tang, speaking over lunch at the East Hong Kong hotel in Taikoo Shing, where she is staying during a business trip to the city. “Growing up in the Netherlands, I was exposed to both the outgoing, direct Dutch mentality and the humble, hardworking Hong Kong Chinese approach. This dual cultural background has shaped my personality and allowed me to understand and appreciate different cultures.”

Multiple Dutch

Jacket, shirt and pants by LANVIN

Amsterdam is famously cosmopolitan and diverse, a grounding that enabled Tang to be more receptive to differences in business and life in general. She also learnt multiple languages – Chinese, Dutch, English, French and German – another undoubted asset for her globe-trotting future.

At a hotel management school in the Netherlands, she developed her social skills and professional knowledge, igniting a passion to explore the world and pursue an international hotelier career. Graduating in 2000, she moved to Hong Kong and began working for major hotel chains, at first at the front desk, greeting new arrivals and thriving on interaction with guests from all around the globe. She then moved into sales and marketing.

Employed by the Shangri-La, Mandarin Oriental and then The Ritz-Carlton, she developed a deep passion for the luxury sector. “I gained invaluable experience in understanding the unique positioning and messaging of each hotel group and property,” she says reflectively, betraying every inch the persona of a confident, successful businessperson.

Crisis banishment

One of her biggest challenges was opening a new hotel for The Ritz-Carlton in Krabi, Thailand, during the 2007-2008 economic downturn, a project that spearheaded the group’s Reserve collection of high-end resorts in exotic locations. “We did that all the way during the financial crisis, and at the end the hotel opened very successfully as well,” she notes.

The crisis prompted hotels worldwide to diversify and explore new potential markets like Asia. It was a turning point too, for Tang, as this greater interest in Asian markets was vital for the success of her embryonic company. From the outset, Infinite Luxury Group gained and built upon a good reputation in the industry, and business blossomed by word of mouth. “We were fortunate to work with some amazing luxury hotels from the beginning and then it snowballed,” says Tang. In the 13 years since its inception, she has marketed more than 350 hotels and brands in Asia.

Limitless lifestyle

Magdalena open-back satin midi dress by Rebecca Vallance, courtesy of Net-A-Porter

Asked about the values of her company (infiniteluxurygroup.com), Tang responds by evoking a lifestyle choice: “The ethos of Infinite Luxury Group is to introduce luxury hotels and unique travel experiences to the Asian traveller. We believe in a lifestyle without boundaries, where discerning travellers can indulge in luxurious and unforgettable journeys.”

The success of her enterprise and her long list of clients reflect the expertise she offers. “One of the most rewarding experiences is seeing a hotel become successful, gaining recognition, and attracting bookings,” she says.

“Another success story is when a hotel partner decides to handle the marketing themselves for a while, but then realises the value of our expertise and returns to work with us again.”

Asian journey

In-depth knowledge of the Asian market and all its diversity has been integral to her company’s achievements. She believes it is a mistake to assume the same strategies employed elsewhere will automatically work for Asian markets.

“The Asian market is incredibly diverse, and it requires a deep understanding of each sub-market, its cultural nuances and consumer preferences,” she opines. “These considerations are even more important in the China market.”

Experiences of wealth Over the years, Tang has seen noticeable behavioural changes in high-net-worth (HNW) individuals, who are now seeking new and unique experiences having already indulged in what has become a run-of-the-mill luxury. The industry has had to focus on providing personalised experiences. Catering to the evolving needs and desires of the modern, discerning traveller does not necessarily mean greater extravagance, she insists. “It can involve bringing them closer to nature, such as wildlife safaris, remote camping in the desert, or tailored trips that delve into history and culture, like an immersive journey. Providing memorable and personalised experiences is key in meeting the expectations of these clients.”

Travel highs

Dress by LANVIN

She says establishing deep and long-lasting relationships with HNW clients can be challenging for luxury brands due to the high level of competition and the dynamic nature of these individuals for whom money is no object. She believes powerful brands are those creating extraordinary experiences by carefully crafting an atmosphere of exclusivity, unmatched service and personalised moments. “And then aiming to captivate the clientele and consistently surpass their expectations,” she adds.

Tang has noticed a definite period of postCovid ‘revenge tourism’, as if luxury travellers are trying to make up for lost time. She herself is not immune from this desire; her enviable jet-setting lifestyle sees her pack in an endless stream of exotic locations. One of her great pleasures is to rise before dawn to take in the beautiful sunrise in some far-flung destination.

The nature-lover also sees a focus on sustainability amongst luxury hotel brands of late, in some cases as a matter of self-interest. “Many hotels understand that if we do not do anything to promote sustainability part, it is not going anywhere positive,” she says.

Bridging cultures

Tang’s company is now based in Shanghai with several offices around Asia, and she is confident the luxury sector will continue to thrive in the future. It is her strong opinion that luxury travel can act as a bridge between cultures. “Luxury brands often have a global reach, and they can act as ambassadors of cultural exchange and appreciation,” she says. “Furthermore, luxury experiences and travel can expose individuals to different cultures, traditions and perspectives, promoting tolerance and appreciation for diversity.”

Interview by: Neil Dolby Photographer: Jack Law Art Direction: Joseff Musa Fashion Stylist: Jhoshwa Ledesma Videographer: Jack Fontanilla Hair & Make Up: Owen Ko Venue: EAST Hong Kong Brands: LANVIN and Rebecca Vallance, courtesy of Net-A-Porter

Former tennis star John Hui on pro career and helming the relaunched Fleming Hotel

Gafencu gets up close and personal with John Hui. Hong Kong’s top-ranked tennis player is now growing into his new role as owner and managing director of The Fleming – a revitalised boutique hotel in the heart of Wan Chai.

Let’s start at the beginning – when did you start playing tennis professionally?

I was 15 when my parents approached me and asked, ‘Do you want to quit school and play full-time?’ Back then I was already on the junior circuit, but being a typical teenager, I thought, ‘No school? Hell yeah!’

Reality didn’t quite match the fantasy, though. For a year, I travelled all over with my coach; I didn’t really get to experience teenage life. After that, I continued to play but was also homeschooled.

Instead of turning pro in my teens, I went to college for four years at Pepperdine University in California. They have an incredibly rich history in tennis and my coach there was excellent. He’s still coaching today and is probably one of the most successful instructors at the collegiate level.

At 20, I decided to take the plunge and competed for four years. I loved it and have no regrets. I’d started when I was 12 and didn’t stop until 24. After I went pro, I’d train for four to seven hours per day including off-court work. It was extremely tough, both mentally and physically.

You are the most successful Hong Konger yet to compete in pro tennis – attaining an overall ATP ranking of 157 at the age of 24. How did you achieve this feat?

I discovered my passion when I was very young. Obviously, you have to love the sport. I lived for tennis and put my blood, sweat and tears into it. Like any sport, if you don’t have the passion for it you’re not going to be any good. You have to have the hunger. A solid foundation and the desire to improve are essential.

Good guidance is also key. When I went to Pepperdine I was lucky enough to have not one, but two world-class coaches who influenced my decision to turn pro.

Was there a particular catalyst for your decision to shift career paths from professional sports to the hospitality industry?

Eventually I got to a point in my career when I had to decide whether to continue playing for the next decade or switch professions. I believed I had done quite well in tennis, having achieved a certain ranking, so I decided to retire from the sport, return to Hong Kong, get married and pursue hotel management.

What made the redevelopment of The Fleming hotel such a special project?

For a long time, my family operated the property as a serviced apartment. I convinced them to convert it into a hotel in order to capitalise on our proximity to the Hong Kong Convention and Exhibition Centre. ‘Fleming 1.0’ was focused on business travellers.

For the current iteration, I wanted to develop a hotel property that stayed true to Hong Kong. We didn’t want to take those New York and LA properties and shoehorn them into a completely different city.

Why did you choose to partner with Max Dautresme for the re-launch of The Fleming?

We met several overseas and local designers but felt a strong connection with Max. He designed restaurants that I’d always enjoyed going to like Bibo and The Ocean. Max is a passionate designer and – this being his first hotel – he was as excited about this project as we were.  

You’ve said that your goal is to launch a hotel that authentically represents Hong Kong. How has that been achieved?

When you arrive, right from the get-go, it’s unmistakably a Hong Kong hotel. In the concierge area, you’ll notice a narrow twisting passageway that’s reminiscent of back alleys in Kowloon. In reception, you’ll see bamboo walls and post boxes that hark back to old Hong Kong. Our rooms follow the dimensions of ferry cabins; even small things like the umbrellas were designed to resemble Chinese oil parasols. Much of the furniture throughout the hotel is reversible, much like the seating on the Star Ferry!

You’ve known your wife, Jacklyn Fu, since the age of 12. How have you two managed to maintain such a long and successful relationship? 

We used to play tennis together in Hong Kong. When we were 16, we won two of the big local competitions as partners in the mixed doubles category. There are many ups and downs in marriage – you have to be able to give and take. It’s not always easy raising three fast-growing kids, so it’s important to help one another.  

Do any of your children have a talent for tennis?

Well, my eldest son is on the national tennis squad for Hong Kong, and my youngest was on the national team for wushu. I play casually with them but that’s about it – it’s extremely hard to coach your own children. I read an article recently about Bjorn Borg. He never even watched his son play tennis! As for my daughter, she loves gymnastics and dance. Each one of them has diverse hobbies, which is great. 

Thank you.

Text: Randalph Lai