Dusit’s third-generation ‘Champ’ steps out of comfort zone

BANGKOK – His late grandmother, Chanut Piyaoui, founded Dusit International in 1948. His father, Chanin Donavanik, institutionalized and expanded the company. Third-generation Siradej Donavanik, while respecting the legacy, is “venturing out of the comfort zone” to ensure Dusit remains relevant to modern travelers.

A good inkling of this was when ‘Champ,’ as he is known, launched a hotel brand in 2020 without the word Dusit or the letter D in it, venturing into the affordable lifestyle space. There are now three operating ASAI hotels, two in Bangkok and one in Kyoto, and six in pipeline. The brand is “poised to grow” after weathering the COVID years, he said.

The 39-year-old joined the company in 2011 as assistant manager of hotel investment and became its vice president of global development in June 2022.

While it’s unsurprising for a millennial to launch a brand for the millennial-minded, a new partnership with Generator and Freehand Hotels is more unforeseen. The two companies are like chalk and cheese, the latter known for its experiential hostels and boutique hotels, while Dusit is synonymous with gracious old-school luxury hospitality.

Despite the contrast, or rather because of it, both parties vow to use their development resources and help each other expand in new territories. Dusit is particularly keen on Europe, where London-based Generator and its sister Freehand have a strong presence, while the partner can leverage Dusit’s strength in Asia and the Middle East.

Not just a pledge

Skeptics may dismiss the non-binding agreement as too peculiar to work, or merely a pledge to help each other expand in the neck of their woods. But Donavanik said, “It’s more nuanced than just ‘I scratch your back and you scratch mine.’ It’s been years to get to this point since our initial discussions; now we have an agreement and we’re really set to help one another expand. There is a lot that we can do together.”

It’s more nuanced than just ‘I scratch your back and you scratch mine.’ It’s been years to get to this point since our initial discussions; now we have an agreement and we’re really set to help one another expand. There is a lot that we can do together.

Siradej Donavanik

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The mechanics of the agreement are sketchy, given that the two parties are in the first stage of the partnership. There are no expansion targets or incentives to hit them. But Donavanik is confident that with the partnership, Dusit will be able to reach more opportunities in Europe, and vice versa. “Each of us knows the lay of our land better,” he said.

He is determined to expand in Europe after forlornly witnessing European hotels enjoy a great summer in 2021 while COVID held Asia captive. That was his first experience on the need to diversify.

The European push

Last year, Dusit debuted in Europe with a 36-suite hotel in Athens. Earlier this year, it opened an office in Berlin and Paris, joining six offices across Asia, and one each in Dubai and Moscow. The latter is a sales office handling Russia and CIS [Commonwealth of Independent States] outbound travel markets that are significant for Asia, but it also has a development function. “Don’t forget that the CIS region, countries such as Uzbekistan, Azerbaijan and Kazakhstan, are up-and-coming destinations with opportunities for expansion,” Donavanik said.

At the same time, he is excited about introducing Generator and Freehand to partners in Asia and the Middle East, as “we’re too small with just eight brands.” But this eagerness also stems from admiration for the partner’s business model and a desire to broaden his perspective.

“We also want to learn, right?,” he said. “I am a firm believer that we think we know about something, but until you work with it, you don’t really know. So, basically, you are aware only of what’s going on within the four walls you operate in.

“We’ve not done anything like this before. But we need to think outside the box a bit more, otherwise we will keep [drawing from] the same blueprint over and over again. We’ll then move slower [in development] than everybody else, no matter how much resources we put on the ground. We’re a 60-hotel company now, and we’re going to get bigger. It’s really important for us to have all the right knowledge paths and development models to cater not only to future travelers but future partners and developers, who are also our biggest stakeholders.”

Dusit’s crown jewel, Dusit Thani Bangkok (middle), reimagined and reopening on September 27.

When he first learned about Generator and Freehand, Donavanik felt “incredibly intrigued” by its unwavering focus on brand and lifestyle. “They know exactly what they want. It’s how they activate the space within the premises, or how they focus on areas such as digital marketing and not paying too much attention to traditional sales. For them, it’s very much about efficiency.”

Bespoke approach

Donavanik believes Generator and Freehand has a lot to learn from Dusit, too.

“Our model has been proven for decades. We have a bespoke approach and we’re able to deliver that approach because we’re not a big chain with hundreds of hotels,” he said. “We are agile, and we have capable colleagues, be it in design, marketing, and so on. We have our brand standards, but we also listen to owners and not just fit their assets into our framework. We have a customer experience team that will go to the surrounding areas of the hotel to see what we can bring to the property whether it’s a design activation or on the operational side. We are a hospitality company through and through, whether it’s in real estate, education or our other business lines.”

Dusit has another 60 hotels in the pipeline. Donavanik’s idea of growth has less to do with size and more about purpose. “We all have to survive and diversify, but I would take a hotel that could truly activate our brand and create value for our owners, developers and partners, than three hotels that do not communicate anything.”

Growing up, Donavanik didn’t know what he wanted to do. Now he loves what he’s doing. “I love traveling, meeting people, and I love food and have a side F&B business. And I love where I’m based, Bangkok, which is such a great place with a lot of colleagues and professionals coming from all over the world. Lots of great hospitality concepts here. I do love hospitality and live it.”

We’re a 60-hotel company now, and we’re going to get bigger. It’s really important for us to have all the right knowledge paths and development models to cater not only to future travelers but future partners and developers, who are also our biggest stakeholders.

Siradej Donavanik

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Asked what’s it like to work in a legacy company, Donavanik said, “Legacy is always a double-edged sword. If you use it well, it’s good, but you need to be mindful of the baggage it represents which could slow you down.”

How does he get management and staff to forget that he’s the chairman’s son? “I don’t know. I’m always a part of the team; no one is above the team. Because of that, we see each other as peers. Our team is really good, and I learn from them all the time.

“For me, it’s important to create cohesion and an environment where people could speak openly. Also, for simply being supportive and empowering people to reach their potential. But that also comes from smart recruitment and how you structure the team.”

Past meets future

A new milestone for the company unfolds on September 27 with the reopening of Dusit Thani Bangkok, which made the brand famous, following a meticulous upgrade.

Part of a 46 billion baht Dusit Central Park mixed-use development, the work reimagines the 50-year-old iconic hotel as a cultural heritage with modern aesthetics and comforts. Rooms were designed by Andre Fu Studio and facilities include a multi-level rooftop bar, Devarana Wellness center and one of the city’s largest ballrooms overlooking Lumpini Park.

The hotel’s iconic elements have been preserved, including its signature golden spire, inspired by the stupa Wat Arun Ratchawararam, or the Temple of Dawn. Guests can also relive their Dusit memories on a Heritage Floor, which features a virtual library dedicated to the history of the hotel and the Silom area.

Donavanik describes it as “our crown jewel.”

“I’m the biggest critic because I want to improve but honestly, the amount of thinking that goes behind reimagining this hotel is [astonishing] and is a prime example of what we can do. It’s not just the bricks-and-mortar but the whole details and the narrative.”