Soumya Maheshwari
09-Aug-2025
Spanning over 60 hectares, Bürgenstock Resort Lake Lucerne owes much of its perfection to the steady leadership of Chris K. Franzen, the man at the helm as Managing Director of Bürgenstock Hotels AG.
Perched on a mountain ridge with beautiful Alpine views, the magnificent Bürgenstock Resort Lake Lucerne is more than just a stunning resort. Behind its postcard-perfect beauty lies a world-class team with more than 50 nationalities that has earned the resort acclaim for offering some of the finest service experiences – like hopping on a private helicopter ride to enjoy cheese fondue atop a glacier. At the heart of this excellence is Chris Franzen, Managing Director of Bürgenstock Hotels AG. For Franzen, service is deeply personal, guest feedback is invaluable, and above all, he is dedicated to cultivating what he calls “irrational loyalty” among guests. His credo is “We sell Emotions, not Rooms”.
Excerpts from our conversation…
1. The definition of luxury has shifted. How would you define luxury in 2025?
The definition of luxury has certainly evolved, especially since the COVID restrictions were lifted a few years ago. Since then—and particularly from 2024 onwards—luxury has become less about excess, gold, glamour, and the finest hotels, but more about intentionality. Guests are now seeking personal experiences rooted in authenticity, aiming to create lasting memories.
In our case, we had to adapt by expanding our range of offerings and experiences, as guests increasingly requested unique and meaningful moments.
2. What trends do you observe emerging in this segment?
We’re witnessing a clear shift toward “quiet luxury”, a preference for understated elegance and discretion. This is especially true for high-net-worth individuals, who already have every need catered to. For these guests, it's all about hyper-personalisation.
At the Bürgenstock Resort Lake Lucerne, we see strong proof that we’re getting this right: many of our guests are so delighted with the experience that they extend their stay by several days. In one recent case, a guest even cut short the remainder of their holiday plans elsewhere and returned the very next day to spend the rest of their vacation with us and their family.
Another notable trend is the growing prioritisation of sustainability and immersive connections with nature. Guests increasingly want to spend time outdoors—exercising or practising yoga in the forest or mountains, for example. These are experiences we can offer with ease, and they resonate deeply with our heritage as trailblazers in innovation and our strong local connection to the natural surroundings. Overall, the demand for personalisation is rising. Resorts that excel at anticipating guest needs—by studying behaviour and preferences—will be the ones to lead in the luxury segment.
3. The essence of luxury lies in creating desires, not just fulfilling needs: What are the unique experiences that you have brought in at Bürgenstock Resort Lake Lucerne, with keen attention to unseen details?
At Bürgenstock Resort, we believe that true luxury lies in the details and in meaningful local experiences. You might not believe it, but some of our most sought-after activities include visiting a local farm to milk a cow, joining chocolate-making classes with our award-winning Chef Pâtissier, or enjoying a private helicopter flight—with your butler serving cheese fondue on a glacier. These are unforgettable highlights that many of our competitors simply cannot offer.
Other exclusive experiences include a quick shopping trip to St. Moritz or Milan via private jet—departing just ten minutes from the resort. We’ve also introduced a rare and transformative opportunity in collaboration with master watchmakers Cyrus Genève: guests can now co-design a one-of-a-kind haute horology timepiece, redefining what it means to invest in a watch.
All of these experiences are about crafting once-in-a-lifetime moments—the kind that money alone cannot buy but that require insight, passion, and our team’s dedication to excellence.
4. Emotion and connection: how are you weaving this into the heartbeat of the property?
Emotion and connection are at the heart of everything we do at Bürgenstock Resort.
Even in my previous hotels and resorts, I always emphasised that we’re not simply selling beds and meals—we’re selling emotions and experiences. We are creating memories that will outlast anything money can buy.
We invest in our team, empowering them to deliver intuitive, heartfelt service that leaves a lasting impression. It’s this human touch that transforms a great stay into a meaningful one. And let’s face it: guests who leave with happy memories become our greatest ambassadors—sharing their stories with friends and family and inspiring others to visit us.
From day one, my aim has been crystal clear:
We must create guests who develop “irrational loyalty”— a deep, emotional connection that only the rarest brands can inspire.
In my view, Irrational Loyalty is the true secret of success in our business.
5. How does luxury meet tech at Bürgenstock?
We are actively exploring how technology can elevate the guest experience to the next level. However, we must remain mindful that in our segment, service must stay personal. If technology can make a task or service easier or more efficient, we’re certainly open to it—but it must never come at the cost of the human touch that defines true luxury hospitality.
One area we’re currently working on is a tool that combines virtual reality and AI, allowing guests to explore rooms, suites, and meeting spaces before their stay or event. They will be able to preview different layouts, décor styles, and room configurations tailored to their needs—all before making a booking decision.
Personally, I don’t believe we need to be the first movers when it comes to implementing new technologies. Instead, we should take a measured approach—waiting to see how innovations perform, ensuring they are secure, seamless, and truly add value. The greatest risk, in my view, is adopting technology that compromises data security. In our business, that would be nothing short of a nightmare when guest data is leaked on the internet.
6. What is your biggest challenge and how are you addressing it?
One of the biggest challenges we face across the luxury hospitality sector is meeting ever-rising guest expectations while preserving the authenticity of the experience. In an age of instant gratification and hyper-personalisation, the standards are undeniably high—but we view this as an opportunity to lead.
We must strive to connect with and engage each guest meaningfully. And at times, that means understanding the root cause of a guest’s disappointment. Turning around a negative experience is where true strength lies—and often, it leads not only to better guest satisfaction but also to a stronger, more empowered team.
7. How have you been able to quietly reimagine leadership?
You constantly read about new management techniques, modern leadership theories, and the challenges of generational gaps. I don’t fully subscribe to this.
At the end of the day, we deal with people. And people—regardless of generation—have always had dreams, aspirations, and different needs. Some express them more openly than others. As a leader, it’s important to listen carefully, especially to those who are quieter and may not voice their thoughts as easily. I believe in fostering a collaborative work environment with a flat communication structure, and I stay well away from micromanagement.
A true leader must be present and connected, both with the team and the guests. That’s why I continue to personally take part in sales trips across continents—to meet our clients, listen to them, and strengthen relationships. One of the most valuable lessons I learnt early on is that perfectionism is anything but perfect. When you invest too much time refining a process to absolute perfection, you risk stagnation. You end up micromanaging, losing perspective, and stalling progress.
In my view, perfectionism is the enemy of progress—but progress, paired with a healthy dose of quality awareness, gets the job done far more effectively. My team knows my door is always open. I believe a hands-on approach remains the most efficient and rewarding way to lead.
8. What has your extensive international experience taught you?
To believe in the good in people and to respect cultures deeply—this has always been central to my approach. Most misunderstandings I’ve encountered in my career stemmed not from ill intent but simply from not fully understanding a cultural nuance that was deeply meaningful to someone from a different background.
Before joining the Bürgenstock Resort, I was fortunate to manage several hotels—whether in my role as Area Vice President in the Middle East and India or as pre-opening General Manager of the benchmark-setting Waldorf Astoria Doha Lusail Resort. In each of these roles, I had the privilege of leading teams with up to 70 different nationalities.
These international experiences have shaped my leadership style profoundly. Experience is key—and it cannot be taught. I can confidently say that I wouldn’t have been ready to take on the role I hold today at Bürgenstock Resort ten years ago.
9. Share with us the future plans for Bürgenstock?
We will focus our efforts on the shoulder and low seasons through targeted offers, a stronger push in the meetings and events segment, and by reinforcing our positioning as a compelling summer alternative to traditional beachside destinations.
The rise of the "coolcation" trend presents a timely opportunity—and we are well positioned to benefit from it. Bürgenstock Resort offers a unique combination of alpine adventure, lakeside tranquillity, and world-class wellness all in one exceptional setting.
10. How are you paying forward the chances you have been given in life?
I’ve been fortunate throughout my career to work with inspiring leaders and to grow within some of the world’s most iconic hospitality brands.
At Bürgenstock Resort, I am deeply committed to mentoring emerging talent and fostering a culture where every team member feels seen, supported, and encouraged to grow. Hospitality is—at its heart—a people-first industry.
11. Add your perspective on the Indian social market so that it allows you to position the hotel as a celebration destination.
Perched high above Lake Lucerne and surrounded by breathtaking Alpine scenery, our location offers a unique blend of grandeur and privacy—making it especially appealing to the Indian market. We are a spectacular venue for pre-wedding shoots, anniversaries, and multi-day wedding celebrations, offering fully tailor-made experiences, authentic Indian cuisine options, and a service approach grounded in cultural sensitivity – this gives us better acceptability in the Indian market. Now that we have Aumentar Hospitality as our representative office in India, we see a further enhanced reach in the Indian market.
12. What’s next for Chris?
Professionally, I’m happy to stay put for now—no sudden moves!
Privately, though, I’m revving up for a new adventure: getting back on the motorbike and riding across Europe… in all four directions! Let’s see where the road (and the wind) takes me.
All image credits: Bürgenstock Hotels AG
