Learning from Aman: Design, Discipline, and the Power of Brand
Every great brand has a story.
For me, one of the most inspiring brands in hospitality has always been Aman. To me, it’s associated with perfected design, attention to privacy, intuitive service and the kind of mystique that enables it to charge the highest rates.
It began in 1988 on a coconut plantation in Phuket. Adrian Zecha, then an Indonesian real-estate developer and now hotelier, wanted to build a small hideaway for friends. Instead of 400 rooms, he built 40, each positioned for privacy, built with local teak (something we use at Conserve), and open to the wind and sea.
That place was Amanpuri (in the photo) — meaning “Place of Peace.”
From that single property, Aman grew to 35 resorts and residences across 20 countries, from Bhutan to Montenegro. It’s now considered one of the most powerful ultra-luxury brands in the world.
And what’s remarkable is that Aman never advertised. Its marketing was its reputation and word of mouth.
How Aman Operates
Aman runs a hybrid model — of roughly 34 properties, Aman owns or co-owns about half and manages the rest through long-term contracts. Like most premium hospitality groups that started this in the 1970s, it’s shifting toward an asset-light structure, where property capital comes from investors or developers, and Aman provides the brand, design oversight, and operational expertise.
To join the Aman umbrella, a property must meet strict standards:
Exceptional setting — remote, protected, or iconic.
Low density — usually under 50 keys.
Design integrity — architecture that responds to place and climate.
Operational discipline — near-1:1 staff-to-guest ratio and precise service.
Capital alignment — build costs often exceed US $1 million per key, targeting nightly rates in the US $2,000–5,000 range during peak periods.
Occupancy data isn’t publicly available and likely varies, but estimates suggest anywhere between 60% and 80%, depending on market and season. That’s actually quite good given their pricing. In our operation we see variance from 10 to 90% depending on a seasonal month. With anything beyond 40% on an annual basis, business wise it would be an exceptional model.
The real lever for a management company is guaranteed demand it provides to the developer. When a brand can consistently fill rooms at premium rates, it changes the economics of every project underneath it.
I think that’s the model we’re gradually shaping with Conserve Safari.
How Aman Got Here and What We’re Learning
Aman’s story is a useful case study for anyone building a lasting hospitality brand.
Adrian Zecha started with one idea done exceptionally well.
In the 1990s he grew Aman step by step, choosing sites himself and working with local architects and craftsmen. He kept room counts low, design simple, and focused on privacy, space, and calm.
Each project had its own structure — joint ventures with landowners, leases on protected land, or partnerships with private investors. By keeping capital light and control close, Zecha expanded without diluting quality.
He built a strong internal culture by promoting from within and keeping service intuitive rather than scripted. Guests recognised the difference, and loyalty followed.
Over time, that consistency became the brand’s real equity. Investors paid a premium not for marketing or scale, but for trust in the experience.
By 2007, Zecha had built one of the most recognised brands in hospitality and sold it for about US$400 million to India’s DLF group, keeping a minority stake. Seven years later, Vladislav Doronin acquired full control for around US$358 million.
What This Means for Safari Real Estate
The safari hospitality sector is still fragmented. Many camps are owner-operated, unbranded, and built without a clear asset strategy. That gap is where the next generation of value lies.
Aman showed that when a brand earns trust, it becomes self-sustaining. Guests return. Occupancy stabilises. Brand value compounds over time. The same applies here, only with a focus on nature, community, and long-term stewardship.
At Conserve Safari we are fuelling our expansion by engaging a small and select group of private investors who share this vision. They gain lifetime access to properties in some of the most remarkable safari locations on the planet, while contributing to a business built the right way: with respect for local communities, measurable conservation outcomes, and a focus on operational excellence and experience over quick returns.
What happened this week in safari business
Gastronomy and tourism merge as a growth vector in Africa. Food festivals and culinary tourism are becoming notable drivers of trade and travel across the continent. (independent.co.ug)
Connectivity and domestic demand shape Africa’s travel future. A new analysis highlights how Africa’s young, mobile population and improving air access are reshaping the region’s tourism growth. (voyagesafriq.com)
Morocco approaches 20 million tourist arrivals in 2025. The country is on track to surpass its 2026 visitor target ahead of schedule, showing continued strength in Africa’s high-value travel markets. (atta.travel)
Legal and environmental scrutiny rises for luxury safari developments. A new report covers litigation against a high-end lodge in Kenya’s Maasai Mara over environmental and corridor impact concerns. (thecooldown.com)
We are expanding our camp portfolio in Tanzania’s national parks. If you would like to explore investor opportunities, please get in touch.
