Urban branded residences have crossed a critical threshold and what was once a resort-driven, lifestyle-led niche has become one of the most competitive and capital-intensive segments of Asia’s real estate market.
That shift was unmistakable last week at the Asia Real Estate Summit 2025, where the conversation moved decisively from aspiration to execution.
The pipeline tells the story. Asia’s branded residences market now represents approximately US$30.7 billion in projects under development or announced, with urban locations accounting for more than 53 percent of the total.
Cities are no longer an extension of resort success; they are the proving ground. In urban markets, brand premiums are harder won, buyers are more sophisticated, and long-term value is scrutinized far more closely.
Japan illustrates this transition clearly. Historically defined by resort destinations, branded residential demand is now pushing into Tokyo. With roughly US$2.2 billion in branded residences set against an ultra-luxury residential market of around US$3 billion, the challenge is not volume but relevance. Urban projects must create demand rather than rely on destination-driven absorption, and brands are increasingly being used as demand catalysts rather than decorative labels.
Wellness was the first major theme, but the discussion quickly stripped away buzzwords. Jael Fischer of Six Senses positioned wellness as an operating system rather than a marketing layer, saying, “For us, wellness starts with the base build, continues through the fit-out, and only works if operations are fully aligned.” She added, “Urban wellness today must address mental health and community, not just physical amenities.”
Marriott International’s Penny Trinh reinforced the operational dimension, noting, “Well-being is defined by how residents live every day, not just by the design of the building.” She continued, “Consistency in service and activation is what protects the value of the residence over time.”
Brand competition emerged as a defining fault line. Non-traditional brands, from automotive to fashion, are now competing directly with established hotel groups. Lee Lin of Nobu Hospitality framed the brand’s evolution succinctly: “Our transition from restaurants to hotels to residences has been natural. Buyers already understand the brand DNA.” She added, “We are seeing purchasers treat Nobu residences as collectible luxury assets across multiple markets.”
Traditional hospitality brands countered with scale and reliability. Penny Trinh pointed out, “Brand recognition in Asia significantly reduces risk for developers. You are buying into decades of operational expertise.” Saowarin Chanprakaisi of The Ascott Limited echoed this, saying, “Consistency and security are what owners ultimately look for, especially when protecting value over the long term.”
Resale value and asset preservation were central to the discussion. Saowarin observed, “You can immediately see when a project hasn’t been maintained. Over a ten-year horizon, brand-led upkeep makes a measurable difference.” Jael Fischer added, “Buyers also benefit from ongoing innovation. A branded residence should improve over time, not stand still.”
Mixed-use developments and hybrid living models further reshaped the urban equation. Lee Lin noted, “Hospitality and food and beverage create gravity. When those anchors are right, residential and retail follow.” Penny Trinh added, “The challenge is balancing exclusivity for residents while integrating seamlessly into a larger ecosystem.”
Technology, while unavoidable, was framed as an enabler rather than a differentiator. Jael Fischer summarized it clearly: “Technology should support the service experience, not replace the human connection.” Lee Lin was more direct: “Human service is what justifies a 30 to 40 percent premium. Technology should stay behind the scenes.”
The closing message to developers was blunt. Urban branded residences are no place for imitation or complacency. Success will come to those who understand their buyer, choose partners carefully, and are willing to move beyond spreadsheets. In Asia’s increasingly crowded cities, the real brand premium belongs to developers willing to be brave.
Bill Barnett — a globally recognised hospitality, tourism, and real estate advisor — is the founder and managing director of Asia-based C9 Hotelworks and esteemed member of the PropertyGuru Asia Property Awards (Greater Niseko) Judging Panel.
In addition to being a leading consultant, he is a frequent speaker at industry events and conferences. With over 30 years’ experience in the Asia Pacific region, he has an extensive background in hotel operations, development, and asset management. His past employment highlights include Senior Corporate roles at international hotel chains and publically listed companies. Bill is considered to be one of the foremost industry experts in the hotel residences sector. To date, Bill is the author of four books on travel, property, and hospitality under the titles of Slave to the Bean, Collective Swag, It Might Get Weird and Last Call.
c9hotelworks.com
