The art of establishing unique brand identities in the luxury hotel industry

Throughout his career, which has spanned almost 25 years, Nabin Gurung has always relished the opportunity to lead the way in the luxury hospitality industry. 

As the General Manager of the Kimpton Bamboo Grove, Suzhou in China, Nabin has brought his outgoing personality and boundless energy to establishing the brand and consolidating its best-in-class standard. 

Previously, Nabin applied his knowledge and expertise in a similar way, helping to launch and run several of IHG’s first Indigo, as well as InterContinental properties throughout the country. 

In the process, he has built a track record for bringing unique brand identities to life and translating this into outstanding guest experiences.  

Finding a true calling in luxury hospitality

“I originally studied medicine at university but part-way through, I realised it wasn’t the right direction for my future career. I decided I needed a complete change and enrolled in hotel school in Switzerland. 

Almost immediately I was convinced I’d made the right decision - the combination of hands-on learning, as well as being able to interact with a wide variety of peers and work as a team really suited my personality. 

My father was a diplomat, so I grew up travelling and meeting new people. Our family also owns a small Inn in Nepal, where I’m originally from, so you could argue hospitality is in my blood. 

I joined IHG over 14 years ago now and since then, I feel my career has gone from strength to strength. Most recently, I’m extremely proud to have been involved in the establishment of two of IHG’s most unique and prestigious brands in China - Kimpton and Indigo.” 

Translating creative visions into day to day action

“The Kimpton Bamboo Grove, Suzhou was the first Kimpton in mainland China, so the challenge when I joined as General Manager was to take the creative vision and cultivate a recognisable brand, while maintaining consistently high standards. 

As it was the first, there was no ‘playbook’ as such, so myself and my team had to use our previous experience, combined with good instincts to bring the brand to life. Examples of our best practices have now been adopted by subsequent Kimpton properties in the region, so it’s extremely rewarding to see the impact we’re having. 

I’ve always believed that a ‘brand identity’ is only truly meaningful if it can be translated into every aspect of the day-to-day running of the property and guest experience, so this is what we set about to achieve. 

Luckily my previous experience launching and overseeing a number of Indigo and InterContinental properties, at a time when the brands were emerging and growing in this region, was ideal training for my current role. 

My first General Manager role was at one of the initial Indigo properties in China - I’m proud to have played a pivotal role in the evolution of what is now a thriving, bold and distinctive brand and one of the fastest growing in the country.”     

Prioritising training and sustainable development

“All IHG brands have carefully considered individual identities, but there are also consistent best-in-class standards and practices which underpin everything we do across the organisation. 

A key aspect of this is training - in line with IHG’s ‘Room to Grow’ focus. As the General Manager of a large and inclusive team, I’ve always recognised the importance of mentoring and development to bring the best out in people.  

Each month I run a variety of training sessions for all levels - from intern to senior leadership - to ensure we’re all on the same page and understand what we’re trying to achieve. I also run sessions with every new colleague. . 

Sustainability is another core focus connected to IHG’s ‘Room to Make a Difference’ ethos and I strive to introduce innovative and climate-friendly solutions in the properties that I’ve managed. 

As part of this, we pay attention to customer demand and feedback - guests increasingly desire sustainable products and experiences, so this is what we aim to deliver. 

From reusable water bottles, to using more sustainable and natural materials, such as bamboo, in the production of our complimentary toiletries, it feels not only positive but essential to be part of this growing movement.” 

The importance of team, leadership and trust

“IHG has always placed a great deal of trust in my judgement and abilities, so I endeavor to extend this same sense of belief to my own team and the colleagues around me. 

I’m also an advocate of maintaining a good work-life balance, which is something that filters down from the very top level of the company. 

When I connect with my senior leaders and support network, they always show an interest in the family and personal lives of myself and my team and ensure everyone is achieving a good level of rest and downtime - which is so critical as the hospitality industry is ‘always on’ 24/7. 

Great leadership is probably the main reason my career with IHG has been so successful, not to mention enduring - it’s a huge, global organisation but when you feel trusted and your well-being is prioritised, it can seem very tight-knit. 

It’s an example of IHG’s ‘Room to Belong’ ethos in action - which is about ensuring colleagues feel valued for their individual talents and qualities, which they can then bring to creation of something truly special. 

And this has certainly been the case for myself. When I look back over the years and the opportunities I’ve had to shape brands right from the very beginning, set the standard and see the success our efforts have created - I’ve no doubt I’ve followed the best possible path.”