Working closely with GCC VIPs and high-net-worth travellers, I see a clear shift: luxury is no longer about where you go, but how you experience it – and how little effort it takes.
My clients don’t want to be tourists. They want to move as confident visitors who understand the destination, not queue up with the crowds. Yes, they still choose global luxury brands, but the real question they ask me is: What will I feel there that I can’t feel anywhere else?
Most of them have already done the traditional landmarks. What they seek now are hidden, story-rich places – like a Michelin-star chicken ginseng soup restaurant in Seoul where the recipe has passed through generations, or a tiny sushi counter in Tokyo run by a chef who has spent 20 years perfecting how to slice fish.
Local markets and neighbourhoods instead of another luxury mall they can find in Dubai – they want unique brands, street food, unusual cafés and design they can’t replicate at home.
Alternative “status” destinations – ski trips to Azerbaijan or Poland, for example, where they get snow, scenery and style without simply repeating the classic Alpine narrative.
They are collecting stories, not just stamps and time is the real luxury.
A big misconception is that digital tools will replace high-end agents. My reality: the richer and busier the client, the less time they have to plan.
A complex family holiday can easily consume a week of research and coordination if done alone. For a business owner or senior executive, that week is far more valuable than any price difference found online. They are willing to pay for someone who already understands their preferences; proactive problem-solving if plans change; and the peace of mind that nothing critical has been overlooked. For them, time – not money – is the true luxury.
In our region, one client typically plays three roles across the year. As a business traveller – efficient routing, connectivity and discreet service; as a family traveller they would seek kids’ clubs, medical access, safety and space as a lifestyle seeker – dining, shopping, nightlife, culture, wellness, etc. If the trade only sees a single ‘corporate profile’, we leave most of the potential on the table. The expectation now is that we anticipate which persona is travelling and design accordingly.
Three factors strongly influence GCC luxury choices: trust and referrals: “My friend went, I want the same – or better.” Flexibility – rigid, non-changeable conditions are a major red flag; and finally value, not just price – they may buy Chanel, but they still appreciate destinations where the experience feels genuinely worth what they pay.
AI and technology can support us with data and efficiency, but at the luxury end, travellers are ultimately buying confidence, intuition and care. The future belongs to those who design human-centred, deeply local journeys that make GCC travellers feel they truly belong – wherever they choose to go.
- The writer is General Manager at Pan World Travel and Tourism