With guests increasingly remembering the Dyson hairdryer, Le Labo toiletries or Peloton gym more than the wall colour, we explore how consumer brands have become part of the guest experience, and why hotels are using partnerships to create differentiation.
In hospitality, the details that linger in a guest’s memory are changing. Where once it might have been the softness of the sheets or the size of the room, today it is just as likely to be the Dyson hairdryer, Le Labo toiletries or the Peloton bike waiting in the gym. Increasingly, it is not just what hotels offer, but who they partner with, that defines the guest experience.
Brand partnerships have evolved from simple product placements into something far more strategic. They are now a powerful tool for differentiation, storytelling and guest engagement; reshaping what the modern hotel amenity looks like.
For many hotels, the shift has been driven by changing guest expectations. Today’s traveller is more brand-aware, more values-driven and far less impressed by generic luxury. Simon Hall, General Manager of The Welbeck Hotel, said:
Guests want things that are relevant and do not want things that are inconsistent with a brand or are not authentic. Generic amenities are seen as mid-market, not luxury, and are seen as wasteful.
This growing awareness, particularly around sustainability and purpose, means that every amenity must justify its place. Partnerships are no longer about adding prestige for prestige’s sake; they must enhance the guest journey in a meaningful way.
Naomi Rheinberger, Director of Global Communications & Marketing Activations at La Bottega Collective, agrees that guests are far more attuned to the brands around them.
Today’s guest is significantly more brand-literate than they were even five years ago. They recognise the names on the bathroom shelf, they understand quality, and they make subconscious judgements about a hotel based on those details.
As a result, amenities have become signals – of intent, of identity and of standards.
At the luxury end of the market, the most successful partnerships go far beyond product integration. They are rooted in storytelling. Anna Wolfram, Head of Marketing, Grantley Hall, said:
Storytelling is crucial. A successful partnership should bring two brand identities together to create a coherent experience with its own character and narrative.
At Grantley Hall, this philosophy comes to life through its collaboration with Veuve Clicquot. The ‘Clicquot and Croquet’ experience, combining Champagne picnics with a quintessentially British lawn game, transforms a familiar concept into something distinctive.
Anna explained:
While a Champagne picnic is not unique, pairing it with croquet gave the experience a point of difference that felt entirely appropriate for a country estate. Every element contributes to the story and makes the experience feel considered rather than simply branded.
This layered approach is what elevates a partnership from a marketing exercise to a memorable guest moment. It is also what creates emotional connection, the key driver of loyalty in today’s experience-led market.
While beauty and personal care brands have long dominated hotel partnerships, the scope is rapidly expanding. The bathroom, as Naomi put it, is “no longer the finish line, it’s often the introduction.” Forward-thinking hotels are now weaving brand collaborations throughout the entire guest journey. From spa treatments and wellness programmes to food and beverage concepts, retail and even immersive events, partnerships are becoming a unifying thread across the property.
Naomi said:
The most successful collaborations don’t stop in the bathroom. They continue through the spa, food and beverage, retail and curated guest experiences. Jo Loves at Pan Pacific London and KEVIN.MURPHY’s GLAM.BAR at art’otel are good examples because they transform a product partnership into something guests actively remember.
This integrated approach not only strengthens brand coherence but also unlocks new commercial opportunities. When every touchpoint feels connected, the partnership becomes part of the hotel’s story rather than a series of standalone activations.
One of the biggest shifts in recent years has been the move away from choosing partners based solely on name recognition. Instead, alignment, of values, philosophy and audience, has become the defining factor. Sarah Perret, Spa Manager at Crillon le Brave, said:
At Crillon le Brave, we don’t select products simply because they are well known. We look for brands that align with our philosophy of authenticity, quality and meaningful results.
Following a recent spa refurbishment, the hotel introduced a carefully curated mix of partners, each bringing something distinct to the guest experience.
Together, these brands create a balanced wellness journey, combining sensoriality, innovation and authentic rituals.
Crucially, these choices are also rooted in a sense of place.
Luxury is not only about choosing internationally recognised names; it is about creating a genuine connection between the place, the experience and the brands we introduce.
This emphasis on authenticity is echoed across the sector. As Simon noted, a partnership only works if it is relevant:
The partnership will feel authentic if it adds value to the guest experience and the guests understand why it is there.
In an increasingly competitive market, brand partnerships have become more than a guest experience enhancer, they are a strategic differentiator. Anna said:
Hotels are competing not only on facilities and service, but on the originality of the experiences they create. The most effective partnerships are highly considered and specific to their setting.
At Grantley Hall, recurring collaborations, such as the evolving concepts at The Orchard, create a sense of anticipation, encouraging repeat visits while continually refreshing the offer.
That recurring element helps build familiarity while continually refreshing the guest experience.
For independent hotels in particular, partnerships can also extend reach and attract new audiences. Sarah noted:
They can introduce us to guests who share the same values and interests. Ultimately, strong partnerships contribute to building lasting relationships.
Looking to the future, personalisation is set to play a defining role in how brand partnerships evolve. As hotels gather deeper insights into guest preferences, there is growing potential to tailor partnerships to individual needs and occasions.
I expect partnerships that deliver flexibility… to become more important.
Simon pointed to the idea of single partners offering a suite of amenities that can be adapted across different guest types and trip purposes.
At the same time, collaborations are becoming more immersive and cross-sector. Anna sees growing opportunity in bringing together hospitality with fashion, automotive, food, drink and culture – creating experiences that feel unexpected yet cohesive.
We’re interested in collaborations that connect different disciplines.
She cited examples such as fashion-inspired dining experiences or reimagined seasonal concepts. What remains constant, however, is the need for selectivity.
Any brand partner must share our standards, complement our identity and contribute something meaningful.
Ultimately, the rise of brand partnerships reflects a broader shift in hospitality, from product-led luxury to experience-led differentiation.
Traditional amenities still matter, but what guests remember – the moments they share, the brands they discover, the experiences they cannot replicate elsewhere – are increasingly shaped by collaboration.
As Naomi put it, success is no longer measured simply by whether guests liked a product. It is about how the experience made them feel, whether they talk about it, and whether it draws them back.
When it comes to what makes a successful brand partnership between a hotel and a consumer brand, and how hoteliers can ensure it feels authentic rather than transactional, Naomi explained that the best partnerships never start with, ‘Which luxury brand should we work with?’ They start with, ‘What experience are we trying to create?’
She added:
A brand should feel like a natural extension of the hotel rather than a logo that’s simply been placed in the bathroom. Whether the connection is rooted in wellness, craftsmanship, sustainability or design, guests can immediately sense when there is genuine alignment.
In that sense, the new hotel amenity is not an object at all, it is a carefully crafted intersection of brands, storytelling and experience – designed not just to impress, but to stay with the guest long after they leave. Brands such as Amouage have responded with dedicated luxury hotel amenities collection offerings, while the arrival of the new amenities collection for refined hospitality spaces shows how this intersection continues to evolve.