The fusion of Banyan Tree’s signature luxury philosophy with world-class spa experiences and culinary excellence makes this exclusive urban resort a truly unique destination at the foot of Namsan Mountain.
The number of foreign tourists visiting Korea reached 18.5 million as of mid-December, already the highest total ever. Destinations like Seoul are recognized among the safest cities in the world, while Jeju Island, with its unique blend of natural beauty and cultural heritage, plays a central role in this recovery. What do you see as the key factors that position Korea as a unique tourist destination?
If we step back and look at the broader landscape first, the most important shift is that interest in Korea has moved from awareness to intention, and then from intention to real, on the ground experience. In the past, many people “knew of” Korea through media, pop culture, or economic stories. Now, far more people want to come in person and actively participate. That change is reshaping not only visitor volumes, but also what visitors expect from the destination and from hospitality brands operating here.
I would describe Korea’s appeal as a distinctive blend of familiarity and difference, underpinned by strong credibility as a modern country. When Western travelers previously looked toward Asia, there was historically stronger curiosity about China and Japan. Many travelers have already had some exposure to those cultures or at least have well established mental models of them. Korea, positioned between China and Japan, is increasingly perceived as offering its own, separate appeal. People sense that Korea has a unique charm that is not simply a variation of its neighbors. That perception creates a natural next step: “Then we should go to Korea as well.”
In addition, Korea has a powerful national story. After the Korean War ended in the 1950s, Korea rose into the ranks of advanced economies in a relatively short period. Many international audiences are aware of this rapid growth through media and education. When that prior knowledge combines with the emotional pull of K-culture, it becomes a stronger catalyst. It does not only generate entertainment interest. It creates broader curiosity about the country’s society, lifestyle, infrastructure, creativity, and energy. In that sense, K culture acts as the entry point, but Korea’s overall national narrative reinforces the decision to visit.
Earlier you described how many travelers used to focus on China or Japan. Why is Korea now attracting attention as a distinct culture that global travelers want to experience?
Korea offers a different kind of cultural experience. It is close enough to feel accessible within East Asia, yet distinct enough to feel new. And there is also a practical dimension. Korea has developed at speed, and that development is visible in everyday life. Visitors often experience Korea as both modern and culturally rich at the same time, which is compelling. When this is reinforced by the global cultural content people have already consumed, it strengthens their motivation to visit.
Korea’s compact geography and high-quality infrastructure are major advantages for international visitors. From a traveler’s perspective, it is extremely attractive to be able to experience a wide variety of travel styles without long transfers. Within a relatively short radius of Seoul, visitors can enjoy a world class urban experience, coastal city energy in places like Busan, and a nature focused destination like Jeju. That means travelers can plan efficient itineraries and still feel that they have experienced many different sides of the country. This convenience is a powerful asset.
If we were to “place” Korea culturally, where would you position it?
Based on my experience, including living in Shanghai for three years, I would say that if we compare only China and Japan, Korea may feel somewhat closer to Japan in today’s cultural texture. Historically, of course, Korea adopted many elements from China. During the Goryeo and Joseon periods, Korea absorbed Chinese influence across many dimensions, including philosophy, governance, and cultural frameworks. So superficially, it is easy to assume Korea would feel very close to China.
However, when you experience modern China directly, you see how much the 1940s under a socialist system. The culture evolved in ways that feel quite different from the Confucian traditions that Korea inherited historically. In some ways, because socialist values emphasize different social structures, modern China can even feel, paradoxically, more Western in certain social dynamics than many Koreans might expect.
So when I compare Korea to China and Japan today, I can understand why visitors might feel Korea is closer to Japan. But at the same time, if you compare Korea and Japan alone, Korea also retains qualities that can feel closer to China. In reality, Korea’s position is nuanced, and that nuance is part of the attraction. It feels familiar but different, and it invites deeper exploration.
Because of cultural proximity and geographic closeness, roughly 50 percent of visitors to Korea come from China or Japan. However, these new areas of interest are shifting the tourist demographic toward a more cosmopolitan profile. Have you observed this shift directly among your guests, and do you feel the composition of guests at Banyan Tree Seoul is changing?
Yes, we are seeing it. Not only from Southeast Asia, but gradually from Western markets as well. We see increasing interest from the Middle East, North Asia, and Western countries, and that is reflected in the guests choosing Banyan Tree Seoul. One reason is our location. Banyan Tree Seoul is located in the middle of Namsan, which means we are within Seoul’s metropolitan environment while also being surrounded by nature. That combination is rare and very appealing.
In addition, we are positioned geographically between major areas that tourists want to visit. To the north, places like Gwanghwamun and Myeongdong are key destinations. To the south, crossing the river, COEX is another major hub. Being situated between these areas gives guests a strong sense of convenience, meaning they can reach many high demand locations efficiently. Many guests evaluate that mobility and transportation convenience very positively.
The most important advantage is our location and the experience that location enables. Being centered on Namsan gives guests the feeling of being in a natural environment, while still being in Seoul. It supports both relaxation and access. That is particularly valuable for international travelers who want a distinctive sense of place, not only a standard city hotel experience.
At the same time, public transportation can be more challenging here. Because we are on the mountain, access to subway lines and bus routes is not as direct as it would be in the center of a flat downtown district. However, the guests who choose Banyan Tree Seoul are often not looking for a public transportation based experience. Many are high end travelers who want a luxury oriented stay, and that includes how they move around the city.
For that reason, we offer limousine services in certain cases. We maintain vehicles such as Rolls Royce, Maybach, and Mercedes Benz models, and we use these to support guests who value high end mobility as part of their overall luxury experience in Korea. In other words, the location’s public transit limitations are balanced by our ability to provide a premium alternative aligned with our guests’ expectations.
As the profile of tourists changes, so does the length of stay. For example, Asian travelers may stay an average of three to four days, while American or European travelers may stay six to eight days. How do you adapt to these evolving travel behaviors?
We do see differences in length of stay, and they generally align with what you described. For guests from Korea or nearby regions, the stay tends to be around four days. For European and Western visitors, we often see longer stays in the range of six to eight days. As the mix of guests shifts, length of stay patterns also evolve.
Because Banyan Tree Seoul is positioned in a way that allows access to many tourist experiences while also providing a strong on property environment, we can offer a more comprehensive experience to these longer staying travelers. For example, guests who are sightseeing intensely during the day often value the ability to recover and recharge. That naturally increases interest in facilities like the SPA, and also creates more occasions for dining within the property, depending on the guest’s preferences.
In your view, what adjustments are needed in products or services to better meet the needs of longer stay guests? Are you enhancing the overall hotel experience for them, and what specific features support that?
One key point is that we are different from many other hotels in Seoul because we are officially operated as a family hotel with government approval. That means our room design includes features that support longer stays. As you can see, there is a kitchen area. It is a compact kitchen, but it includes an induction cooktop so guests can cook. We also have a rice cooker, which might not be as useful for some Western guests, but for many long stay guests, particularly those who want flexibility, it becomes a meaningful convenience.
These kinds of facilities are generally not available in standard hotels in Seoul. In many typical hotels, you might only find minimal laundry related support. In our case, each room has basic kitchen functionality, and we also provide shared facilities such as a communal laundry room and kitchen. For guests staying one week, ten days, or longer, this becomes significantly more practical and comfortable.
Another important point is room size. The room we are in now is the Presidential Suite, so of course it is larger. However, even our standard rooms are typically around 25 pyeong, which is roughly around 80 square meters. That is often close to double the size of a typical city hotel room. For a family of four, many other hotels would require booking two rooms. Here, that same family can stay together in one larger room, maintaining comfort and family closeness, while also achieving better overall value relative to booking two separate rooms elsewhere. This combination of space and long stay functionality is one of our key strengths.
If I understand correctly, even beyond the Presidential Suite, your general rooms are larger than standard Seoul hotels, often around 25 pyeong, approximately 80 square meters. Is that correct, and is that an average room size?
Yes, the general point is correct. The Presidential Suite is not the average, but our rooms in general are larger than typical city hotel rooms, and many are around that scale. The point I want to emphasize is that our room size and functional facilities are designed to support longer stays and family travel in a way that is not common in Seoul’s conventional luxury hotel segment.
You mentioned earlier that Banyan Tree Seoul offers a level of uniqueness that is difficult to find in Korea. Each room features boutique design elements, diverse amenities, and an in-room pool-style facility, the private ‘Relaxation Pool’. Many guests seem to feel that this is a first-of-its-kind hotel experience in Korea, where they can enjoy an urban stay immersed in nature. From your perspective, are there any competitors that truly match this positioning?
To be very honest, I hope there are none. When I look at the overall combination of scale, convenience, privacy, and being surrounded by nature, I do not see another hotel in Korea that offers all of these elements together. The fact that each room includes a private Relaxation Pool is, in itself, unique not only in Seoul but across Korea. When people travel, they tend to walk much more than in their daily lives, and by the end of the day, physical fatigue accumulates. In that context, the ability to relax privately in a Relaxation Pool has a surprisingly strong restorative effect.
In addition, because Banyan Tree is a brand that originated in Singapore, spa culture has always been a core focus for us. Our spa facilities are well developed, and our therapists are highly trained professionals. We invest heavily in their skills and expertise. As a result, for travelers who want to relieve fatigue and truly recover during their stay, I believe there are very few places that can match the level of relaxation and care we provide.
We collaborate with academic institutions to help train and nurture future therapists. This allows us not only to maintain high service standards, but also to contribute to the broader development of wellness expertise in Korea. It ensures a sustainable pipeline of skilled professionals who understand our philosophy and standards.
Namsan is not an easy area to walk casually. The elevation and terrain can be physically demanding, especially for visitors who are not used to it. That is why wellness becomes such an important part of the overall experience here. Guests can spend the day exploring the city or hiking around Namsan, and then return to a space that is designed entirely around recovery, calm, and comfort. This contrast between activity and rest is something our guests value deeply.
I would like to shift the focus slightly toward wellness more broadly. Because the hotel is located in a mountainous area, it seems natural that guests gravitate toward wellness-oriented experiences. Are there particular facilities or services you would highlight in this area?
In addition to being a hotel, we also operate a private club. That allows us to offer a very wide range of facilities. These include fitness centers, indoor and outdoor pools, a Golf Range, tennis courts, basketball courts, and multi-purpose courts that can be used for activities such as pickleball. While these facilities are primarily designed for our club members, hotel guests are also able to use them, which adds significant value to their stay.
Another important aspect is our surrounding environment. If you look across the road, you can see sections of the historic fortress wall from the Joseon Dynasty. This wall once marked the defensive boundary of Hanyang, the old capital of Korea. Behind it, you can see Namsan Tower. From the hotel entrance, guests can cross the street and access paths that lead directly up the mountain.
There are also fortress wall remnants extending behind the hotel. Many local hikers and citizens regularly pass through our property as part of their walking or trekking routes. One popular course runs from Namsan Tower down to Jangchung Gymnasium. Our hotel sits almost exactly in the middle of this route. This means guests can choose to walk uphill or downhill, and foreign visitors in particular enjoy being able to jog or take a morning walk in a natural landscape rich with historical meaning.
That combination of historical context, nature, and modern facilities is quite rare. Turning now to food and beverage, Banyan Tree Seoul offers a wide range of dining options, including Granum Dining Lounge, Festa by Choonghu and the Moon Bar on the 21st floor. How do these different outlets come together as a cohesive culinary experience?
Our approach to food and beverage is shaped by the fact that we serve both short-stay guests and long-term club members. Guests may stay for one or two nights, while our members may visit several times a week, or even daily. Naturally, people cannot eat the same food repeatedly, so diversity is essential.
Each outlet has a clearly differentiated concept. Festa by Choonghu is positioned as French fine dining at the highest level. Our The Club Member's Restaurant focuses on Korean cuisine with a broad range of familiar and refined dishes. Granum Dining Lounge is based on Italian cuisine, but depending on the season, we sometimes introduce Southeast Asian or fusion elements to keep the experience dynamic. This differentiation allows us to meet very different dining needs within the same property.
Festa in particular is known for its collaborations with Michelin-starred chefs. Is there a specific philosophy behind inviting these chefs?
Festa is designed as a true high-end fine dining destination. Because of that, we consistently collaborate with Michelin-starred chefs. Chef Lee Choonghu joined us in April 2025, and before him, Chef Kang Mingoo led Festa. It was actually Chef Kang who recommended Chef Lee as his successor.
Festa itself has become a place that our members visit frequently, and many of our members are individuals with very high social standing in Korean society. Festa must meet not only culinary expectations, but also social and cultural ones. In that sense, it has a very distinctive character.
You mentioned that Festa recently hosted a gala dinner with the theme “From Farm to Dining.” Could you explain that concept in more detail?
Chef Lee Choonghu has very strong convictions about ingredients. He believes that to preserve and express the original taste of food, the ingredients themselves must be of exceptional quality. For the ‘From Farm to Dining’ gala, we directly invited farmers, each of whom is responsible for specific ingredients, and asked them to participate in the event.
We shared philosophies with them, collaborated on menu development, and created a one-day-only program. The event was extremely popular and sold out very quickly. Festa is evolving into a space where we do not simply serve the same course every day, but instead offer thematic, event-driven experiences that change with the season.
Are there plans to further evolve Festa beyond dining?
Starting next year, we plan to incorporate artistic elements such as live performances, music, and even opera. Our goal is to create a space where gastronomy and the arts coexist, offering guests a layered cultural experience rather than a purely culinary one.
Looking ahead to next year and beyond, are there other events or programs currently being planned?
Some initiatives are still in the planning stage, so it is a bit early to share full details. However, we do plan to introduce more seasonal menus based on Korea’s seasonal ingredients. We are also preparing to host a traditional Korean liquor market at The Oasis, our outdoor pool. We have done this once before, and foreign guests showed strong interest in Korean traditional liquors.
In addition, Korea is well known for ceramics. We are collaborating with traditional Korean ceramic brands, with these pieces being used as tableware in our restaurants and showcased as part of the dining experience. Beyond food and beverage, we are also planning to formalize trekking routes around Namsan mountain into structured programs, as well as chauffeured city tour programs using our Mercedes-Benz vans, primarily for long-stay international guests.
As tourism shifts toward experience-driven travel, collaboration between hotels and OTA platforms seems increasingly important. How does Banyan Tree Seoul view these partnerships?
Looking ahead, we are also exploring outbound travel programs for our ‘The Club’ members. Our members tend to have very high social standing and refined tastes. For example, we are considering winery tours or curated overseas travel programs for members and educational travel programs for their children. In designing such outbound experiences, there may be opportunities to collaborate with OTA platforms not only for inbound but also outbound travel.
Turning now to membership, if someone wanted to join The Club at Banyan Tree Seoul, what would that process look like? Are memberships limited to Koreans, or can foreigners also join?
There are no restrictions based on nationality, race, or gender. Foreigners are absolutely welcome to apply. The main restriction relates to age. For safety reasons, we do not accept new members over the age of 60, although members who joined before turning 60 can continue their membership beyond that age. This policy is not unique to us; it is generally consistent across hotel memberships in Seoul.
Because we are a private club, we do conduct reference checks to ensure that applicants are not involved in social controversies and align with our values. There is also an initiation deposit and annual fees, similar to other high-end hotel clubs. Once accepted, members can enjoy all associated benefits.
Do you currently have foreign members, and if you were speaking to a potential foreign member, what would you say to persuade them?
Yes, we do have foreign members, although they are still relatively few. I often meet foreign members in the sauna, for example. What I would say is that Banyan Tree Seoul offers access to one of Seoul’s most exclusive networks. Because we have a limited number of rooms and prioritize members, the number of outside guests is relatively small. This attracts individuals who value privacy, including public figures and prominent leaders.
For foreigners, there is often a tendency to choose familiar international club brands when living in Asia. Trust and recognition are crucial. Word of mouth plays a very important role. As our relationships with foreign communities deepen, and as trust builds, I believe interest will grow naturally.
You mentioned using events such as the ice rink to build connections with foreign communities. Could you share an example?
We have an ice rink at our hotel, which is very popular on weekends but quieter on weekdays. To activate weekday usage, we decided to invite foreign communities, particularly from countries where ice sports are popular, such as Canada and the Netherlands. We met with the Dutch ambassador, and because skating is a national sport in the Netherlands, they immediately connected with the idea.
Previously, embassy staff enjoyed skating at the Seoul City Hall rink, but it is often very crowded. When they saw our ice rink, they were extremely interested and visited the facility. Through continued relationship-building with the Dutch ambassador, opportunities for engagement may emerge in the future. This kind of gradual, trust-based engagement is how we approach foreign outreach.
Finally, could you explain the structural relationship between Able Hyundai Hotel & Resort and Banyan Tree Group?
Able Hyundai Hotel & Resort is the owning company of this hotel, while Banyan Tree Group licenses the Banyan Tree brand to us. In exchange, we pay royalties. Banyan Tree Group provides operational manuals and directly manages hotel operations, including oversight of the general manager and staff. They regularly visit Seoul to monitor compliance, customer satisfaction, IT security, and even internal staff satisfaction. My role is to ensure that the hotel delivers strong financial performance and to manage investments, staffing, and operational decisions from the owner’s perspective.
Looking five years ahead, how do you see the positioning of this hotel evolving?
This hotel has been operating for about fifteen years, and it is now at a point where significant renewal is needed. Over the next five years, we plan to reorganize facilities, programs, and content to align more closely with what our club members desire. At the same time, we will share these enhancements with our broader guest base.
The market is becoming increasingly polarized between cost efficiency and ultra-luxury. We intend to strengthen our high-end positioning even further. Banyan Tree Seoul is already regarded as a six or seven-star level brand, and our pricing reflects the top tier of the Seoul market. Moving forward, we will continue to reinforce that luxury positioning through careful, understated upgrades to facilities and content.
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