Perspective
The journal.
Our thinking on brand as a strategic asset — positioning, naming, and the decisions that hold their value long after the launch.
Destination brandingThe reason to stay. Destinations keep spending on the reason to arrive — the campaign, the landmark, the arrivals number. But the value is in nights, not landings, and the places that hold visitors are built as one story with a reason to stay, not one city with a hinterland.Read the piece →
Fitness club positioningFrom transaction to transformation. The fitness industry keeps scaling a model built to acquire, not to keep — and a more intentional member has already moved on. The concepts that endure are built to hold people, not just sign them up.
Nightlife concept designExperience, not spectacle. Nightlife has run on intensity — volume, theatre, the moment at the door. But a generation is asking for something more considered, and the venues that last are programmed for the whole arc of a night.
Hotel positioningOff the beaten path. Hospitality scaled for decades by replicating what works — but a new generation of travellers seeks meaning through difference, and the properties that last are positioned around place, not standardised across it.
F&B brand strategyFrom the ground up. The food and beverage industry has become fluent in concept and quiet about origin. The brands that hold their value are built the other way around — from context, people and provenance up.