Rooted in Korea’s rich tradition of hospitality, Lahan Hotels have become iconic destinations across Gyeongju, Jeonju, Pohang, Ulsan and Mokpo, each offering a unique window into the nation’s culture and beauty.
Before we go deeper into Lahan Hotels, its properties, and the specific characteristics of the company, I’d like to begin with your perspective on the broader landscape of Korean tourism today. In 2024, Korea welcomed around 16 million inbound tourists, many coming for traditional experiences, others for medical tourism and overall, Korea has become one of Asia’s leading destinations. In that context, what do you believe are the key factors that make Korea such a unique place to visit?
There are several reasons, but I would highlight a few core elements. First and foremost, Korea is one of the safest countries in the world. Safety has always been one of our greatest strengths.
During the COVID 19 pandemic, Korea stood out globally for its hygiene standards and effective public health management. We were internationally recognised as one of the countries best able to maintain hygiene, order, and safety during that period, and that reputation continues today.
And of course, there is K culture. The influence of Korean culture, often called the Korean Wave, began in the 1990s and has expanded continuously over the past three decades. It’s not a sudden trend but a long term cultural movement that encompasses film, music, cuisine, and design, and it has made Korea an incredibly appealing cultural destination.
Lahan Hotel Jeonju Hanok view Book-cation
You mentioned the 16 million visitors in 2024 and projections that the number could exceed 20 million in 2025. What do you see as the main drivers behind this growth?
We’re very optimistic about that trajectory. As I said, Korea’s reputation as a safe and clean destination following COVID 19 has helped visitors feel secure and confident when travelling here.
The sustained global fascination with K culture is another strong catalyst. The Korean Wave, which began in the 1990s, didn’t appear overnight; it has evolved gradually and steadily. Today, its influence in pop culture, entertainment, and lifestyle continues to draw travellers from around the world.
If you look at Japan, they now receive over 30 million visitors a year and even face challenges of over tourism. We’re not at that stage yet, but we’re working towards reaching similar visitor numbers, hopefully by 2027 or 2028. For now, travellers to Korea can still enjoy a more authentic and less crowded experience.
Culturally, Korea also offers something distinct. Whereas Japanese hospitality is renowned for being serene and understated, Korean culture is dynamic, energetic, and expressive. That vitality, both in our people and in our culture, is what visitors find so compelling.
Korea’s national goal is to reach 30 million international visitors by 2027 or 2028. What kind of initiatives would you like to see from central or local governments to support tourism growth, especially in regional areas?
Revitalising tourism in regional areas requires investment in both infrastructure and experience. Local destinations need to be safe, hygienic, and welcoming, and they must have the infrastructure to match. When smaller cities strengthen these fundamentals, we’ll see a more balanced growth between metropolitan and regional economies.
Much like Japan, Korea needs a nationwide network of well developed destinations. Once we establish better transportation, accessibility, and accommodation options, regional tourism will flourish.
The government’s ongoing efforts to invigorate local economies are encouraging, and I believe the Korea Tourism Organization can play an even stronger role in global promotion. For example, Gyeongju, where we hosted the APEC Summit last year, is often compared to Kyoto for its historical richness. But its infrastructure is still less developed. Greater investment in accessibility and visitor convenience will make a tremendous difference.
Beyond infrastructure, do you think communication and promotion also play a part, both for international and domestic travellers who might not be aware of what regional Korea offers?
Absolutely. Infrastructure is the foundation, but communication is equally vital. Even among Koreans, not everyone knows what makes each region unique or how to plan a visit there.
Japan, for instance, has numerous international airports across the country. In Korea, only Incheon, Busan, and Jeju serve international routes; other airports mainly handle domestic flights. This limits access for international visitors.
To change that, we need cooperation among the central government, local authorities, hotels, and travel agencies. Together, we must improve both infrastructure and promotion. Personally, when I travel to Japan, I can easily visit Tokyo, Nagoya, Osaka, or Hokkaido, and next time, I might choose Okayama or Nagasaki, simply because they’re easy to reach. That’s the kind of accessibility we need to create in Korea.
Traditionally, most inbound travellers came from neighbouring countries such as China, Japan, and Taiwan, roughly 60 percent of arrivals. But recently, we’ve seen growing numbers from the United States and Europe. From your perspective, how is Lahan Hotels working to attract more Western travellers?
Historically, the majority of visitors to Korea were from nearby Asian countries, and the same trend has been reflected in our hotels. Asian guests still make up the largest proportion of our international visitors.
However, our footprint goes beyond Seoul, we have properties in cities such as Ulsan and Mokpo, which are industrial and commercial hubs. These attract many Western business travellers, particularly those connected to sectors like shipbuilding and manufacturing.
At present, our guest mix is about 90 percent domestic and 10 percent international. Within that, roughly 3.5 percent are Asian visitors and around 2.5 percent are Western, with the rest from other regions. We’re working to increase the international share through focused marketing, particularly for our hotels in Gyeongju and Jeonju, which are both highly popular cultural destinations.
Could you elaborate on how you plan to attract more Western travellers to your properties in Gyeongju and Jeonju?
It’s a challenge, as our hotels are primarily in regional cities rather than metropolitan areas. Many international visitors find it difficult to plan itineraries that include these destinations. Travelling from Seoul to Gyeongju or Jeonju requires effort, and it’s not always straightforward to book local accommodation independently.
To address this, we’re pursuing two complementary strategies. The first is offline collaboration, we work with overseas travel agencies, for example in France, to include our hotels as part of their tour packages. The second is online expansion, strengthening our partnerships with major booking platforms such as Booking.com, Expedia, and Agoda, to make it easier for travellers to discover and reserve our hotels directly.
What ultimately differentiates Lahan in these channels is not price or scale, but our ability to offer travellers a genuinely local experience in destinations they might otherwise find difficult to access.
Lahan Hotel Jeonju Room View
Western travellers tend to stay longer in Korea and are exploring beyond Seoul to places like Busan, Jeju, and other lesser known regions. This shift changes both travel patterns and service expectations. How is Lahan adapting to these evolving demands?
You’re absolutely right, travel behaviour is changing. So far, our main focus has been on refining the experience for Korean domestic guests, who remain the majority of our clientele. Around 70 percent of international travellers to Korea still limit their stay to Seoul, Busan, or Jeju.
We believe that to attract more international visitors sustainably, we must first strengthen our appeal to Korean travellers. If domestic guests recognise Lahan for exceptional service, comfort, and local authenticity, that reputation will naturally extend abroad.
To achieve this, we collaborate closely with local communities: artists, youth groups, and regional travel agencies, to design unique, locally inspired programmes. These include art exhibitions, community experiences, and cultural activities that allow guests to engage meaningfully with each region.
A representative example is Lahan Select Gyeongju, which showcases and sells artworks by young local artists. Through this initiative, we offer our guests a unique cultural experience while providing local artists with new opportunities to present and commercialize their work.
These initiatives are not simply community outreach or CSR activities. They are a core part of our brand strategy, designed to differentiate Lahan from global hotel chains that offer standardised experiences regardless of location. We see our hotels not just as places to stay, but as cultural platforms that connect travellers with the people, creativity, and everyday life of each region.
At Lahan Hotels, we are committed to contributing to the local communities in which we operate. Beyond simply providing accommodation, we strive to create experiences that allow our guests to engage with the people, culture, and everyday life of each destination. To this end, each of our properties runs a tailored Local Coexistence Project, designed to reflect the unique character and identity of its region.
Once domestic satisfaction and awareness are established, we can expand with enhanced services for international guests, such as multilingual guides and translation support. Our philosophy is to build from within, to ensure that our foundation in local culture is strong before we scale globally.
Lahan Hotels was founded in 2001 and now operates across several regional cities. Could you describe, in your own words, what defines the Lahan brand and how you want readers to visualise your hotels?
Our brand story, summarised in the phrase Delightful Stay, reflects our mission to deliver the joy of Korea to every guest. Lahan combines La from the Korean word for joy and Han meaning Korea. Together, they express our identity as a contemporary Korean hospitality brand rooted in cultural authenticity.
In essence, Lahan positions itself as a curator of local experiences, translating the identity of each region into hospitality that guests can see, taste, and feel.
We aim to be the landmark hotel in each major city where we operate. Whether in Gyeongju, Jeonju, Mokpo, or Pohang, our properties showcase the most beautiful local scenery. More importantly, each one captures the essence of its region through architecture, design, cuisine, and guest experience.
Unlike international chains that standardise services globally, Lahan tailors every property to its surroundings. Jeonju reflects its traditional arts and food culture; Gyeongju celebrates its historical heritage; Mokpo highlights its maritime charm. Each hotel tells its own story.
Lahan Select Gyeongju during Cherry Blossom Season
Gyeongju is known as the heart of Korean history and home to multiple UNESCO World Heritage Sites. What makes Lahan Select Gyeongju a particularly special experience for visitors?
For additional context, both Lahan Select Gyeongju and Lahan Select Jeonju were transformed into locally inspired destination hotels following their acquisition and renovation by Hahn & Co, a leading private equity investment firm representing Korea and the holding company behind Lahan Hotels.
Lahan Select Gyeongju is a true destination in itself. The property first opened in 1992 as the Hyundai Hotel and was rebranded under the Lahan name in 2018 after a complete renovation. It reopened in 2020 as a modern resort designed for relaxation and cultural immersion.
Our concept was to create a staycation resort, a place where guests can rest, recharge, and experience culture without leaving the property. Facilities include Gyeongju Walk, our curated bookstore; Wonderland, a creative play space for children; a bowling alley; and Gyeongju Nine, an exhibition area inspired by the city’s heritage. Guests can enjoy the spirit of Gyeongju both inside and outside the hotel.
This property also hosted the APEC Summit in 2025, accommodating global leaders and serving as the gala dinner venue for up to 1,000 guests. Being chosen as the summit’s main hotel is a strong testament to our quality and reputation.
Mokpo, where you have another hotel, is still a relatively under the radar region. What opportunities do you see there?
Mokpo, in South Jeolla Province, is full of untapped potential. It’s one of Korea’s most charming coastal cities, with a rich maritime and cultural heritage, yet it remains less known to foreign visitors.
Our hotel overlooks the sea at Mokpo Beach, offering beautiful views of the sunset and surrounding islands. The area is famous for its cuisine, especially seafood, and has deep historical roots, including the legacy of Admiral Yi Sun shin.
We hope to introduce Mokpo’s cultural and natural beauty to a wider audience. It’s a destination that perfectly combines history, scenery, and authentic local life, and Lahan Mokpo is ideally placed to showcase it.
Beyond infrastructure and destination development, Korea’s tourism offering has diversified, and more than half of visitors are now repeat travellers. In hospitality, loyalty programmes are crucial. Could you tell us about your Club Lahan membership and what makes it distinctive?
Certainly. Loyalty is the foundation of sustainable hospitality. For us, the Club Lahan programme is key to building lasting relationships with guests.
Launched in 2019, a year after our official brand debut, it was designed for two main purposes: first, to raise brand awareness quickly; and second, to foster long term loyalty.
We currently have around 150,000 members, modest compared to global chains, but strong for a domestic brand. While we value quantitative growth, our greater focus is on quality of experience.
Members enjoy benefits such as room and dining discounts, reward points, and exclusive F and B promotions. Moving forward, we want to enhance local engagement by offering experiences unique to each region, not just generic perks, but authentic local connections.
MICE is an increasingly vital part of the tourism industry. How important is it to Lahan, and what is your strategy for that segment?
MICE is one of our key growth pillars. In Gyeongju, for example, about 30 percent of our business already comes from corporate events and conferences. Hosting APEC Summit is an extension of that expertise.
To prepare for the summit, we added two new presidential suites and upgraded our facilities. We were also selected as the gala dinner venue because our convention hall, the largest in Gyeongju, can accommodate over 1,000 guests, with a lakeside location that offers both convenience and a scenic setting.
Industrial cities such as Ulsan and Pohang are also strong in the MICE market, thanks to their corporate bases. It’s a sector we intend to strengthen further across all our properties.
Hotel Hyundai by Lahan Ulsan
Many international travellers choose well known global chains because they’re familiar and consistent. How do you, as an independent Korean brand, plan to build greater international recognition?
That’s one of our biggest challenges, and opportunities. Compared with global chains like Hilton or Marriott, our international recognition is still developing.
We’re tackling this on two fronts. Offline, by working with overseas travel agencies to include Lahan in packaged tours, and online, by strengthening our visibility on major platforms. Currently, about 37 percent of our bookings come through online channels, and that number is growing.
Importantly, in the regional cities where we operate, such as Jeonju, Mokpo, and Pohang, there are very few international brands. This gives us a strategic advantage to establish ourselves as the local leader.
We’re also enhancing our multilingual capabilities. Our website and reservation systems are already available in English and Japanese, and we’re adding Chinese and other languages.
Our share of international guests has grown from 5 percent in 2020 to 10 percent in 2024, and we expect around 13 percent in 2025. Our target is to reach 20 percent within the next few years.
Lahan Select Gyeongju staycation
Beyond these operational goals, what are your long term ambitions for Lahan’s development?
We’re pursuing two main directions. First, acquiring and directly operating more hotels in key regional markets; and second, expanding our role as a brand operator, managing hotels through entrusted or franchise partnerships.
We’ve been focusing more recently on the brand management side, developing a business model where Lahan operates properties on behalf of other owners. This approach allows for sustainable growth while maintaining high standards.
Ultimately, our ambition is for Lahan to be recognised as one of Korea’s top tier hospitality brands.
And on a personal note, if we were to meet again in 2031, the 30th anniversary of Lahan Hotels, what would you hope to have achieved?
Although the Lahan brand itself is only about eight years old, we’ve grown rapidly and built a strong reputation for efficiency and innovation. Six years from now, I hope to see us much larger in scale and firmly positioned among Korea’s leading hotel brands.
Beyond the business side, I care deeply about our people. I want everyone who works at Lahan to grow alongside the company and feel proud of what we achieve together.
Lahan Hotel Pohang
Hotel Hyundai by Lahan Ulsan Room View
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