Not Choosing the Biggest—Choosing the Most Exceptional
A conversation with Phạm Hà, Founder & CEO of LuxGroup, the “small giants” of Vietnamese tourism
From scaling up to scaling deep: 5G and the 2045 vision
As Vietnam’s tourism industry enters a phase of restructuring after years of rapid growth, the core question has shifted. It is no longer “How do we grow fast?” but rather how to endure—and how to create authentic differentiation.
For entrepreneur Phạm Hà, the answer was defined early on: not choosing to be the biggest, but choosing to be the most exceptional.
It is not the safest path, but it is the path of long-term thinking.
“Everyone wants to be big,” he says. “But being exceptional is the harder problem. It demands thinking, discipline, and years of unwavering commitment.”
Leadership is not about leading alone—it is about bringing others along
In Phạm Hà’s management philosophy, leadership is not about making decisions in isolation. It is about the ability to bring the entire organization forward on a demanding path.
LuxGroup does not pursue growth through mass expansion. Instead, it is built on three pillars: the right people, the right culture, and the right pace.
People First® is not a marketing slogan but an operating principle: when the right people are in place, the right experiences follow—and sustainable growth becomes the natural outcome.
Art—the overlooked core capability of high-end tourism
According to Phạm Hà, many companies talk about “experience” while investing very little in its soul.
At LuxGroup, art is not decoration; it is the foundation of product design. Painting, music, architecture, history, and cultural memory are integrated from the concept stage—not added later as embellishment.
As a result, LuxGroup’s ships, hotels, and journeys are not merely places to stay. They are narrative spaces, where every detail carries a deliberate layer of cultural meaning.
Not following the crowd—because the crowd is always short-term
“The market is getting crowded, and imitation is easy,” Phạm Hà observes. “But luxury tourism cannot chase volume.”
LuxGroup chooses small scale, deep experience, and slow but sustainable growth. The real challenge, he notes, is not selling many products, but maintaining peak quality consistently over many years—something achievable only through disciplined governance and a strong internal culture.
Identity—the competitive advantage that cannot be copied
In a globalized market where products increasingly resemble one another, identity becomes a strategic asset. To Phạm Hà, companies are like individuals: without knowing who you are, you dissolve into sameness.
LuxGroup develops from Vietnamese culture and history, told through the contemporary language of high-end travel:
• Heritage Cruises evokes the entrepreneurial spirit of Bạch Thái Bưởi.
• Emperor Cruises draws inspiration from Emperor Bảo Đại.
• Most recently, Amiral Cruises for Presidents marks a new chapter in heritage storytelling.
Amiral Cruises for Presidents®—when heritage becomes leadership thinking
Amiral Cruises for Presidents® is not merely a new product; it is the clearest crystallization of the philosophy that “exceptional matters more than big.”
Inspired by the historic event of 5 June 1911—when Nguyễn Tất Thành departed from Nhà Rồng Wharf—Amiral does not illustrate history. It places heritage in dialogue with the present: venturing into the world with aspiration, and returning with cultural confidence.
For Phạm Hà, heritage tourism is not about nostalgia. It is about helping contemporary travelers understand their place in the flow of history—cultivating a mature, non-sloganistic sense of national pride.
Excellence lies in kindness and discipline
“We do not aspire to become Vietnam’s largest tourism group. We simply want to deliver the most exceptional experiences to our guests.”
For Phạm Hà, excellence does not come from scale, but from kindness in execution, rigor in details, and respect for guests as companions on the journey.
This is why LuxGroup invests heavily in training, internal culture, and operating systems—elements rarely visible, yet decisive for long-term quality.
The harder road—but the one that creates real value
Luxury tourism in Vietnam is a demanding equation: high costs, discerning guests, exacting standards, and a volatile market. But as Phạm Hà sees it, the harder road is often the least crowded—and therefore the most enduring.
LuxGroup chooses to grow slowly, steadily, and deeply, with the conviction that a company with a clear identity will always find its own place.
Measuring success after 20 years: growth through quality
The year 2025 marks LuxGroup’s 20th anniversary. From a small startup, it has grown to around 300 employees, five member companies, and 20 brands spanning travel, cruising, hospitality, and F&B.
The group has been recognized by HR Asia as one of Asia’s Best Places to Work, reflecting the tangible implementation of People First®.
In travel, Lux Travel DMC is listed among the world’s Top 500 sustainable tour operators by Travelife and has been honored by the World Travel Awards as Asia’s leading luxury tour operator.
In cruising, Emperor Cruises and Heritage Cruises have consistently ranked among Asia–Pacific’s Top 10 cruises by Travel + Leisure Asia.
Looking ahead: 5G and Vietnam Waterways® 2045
Entering a new phase, LuxGroup positions itself not as the largest, but as one of Asia’s most distinctive waterway travel, hospitality, and dining groups—guided by the 5G framework (Green, Digital, Global, Proud, Go Happiness) and the Vietnam Waterways® 2045 vision.
A strategy rooted not in scale, but in quality, culture, and long-term belief.
Business as social responsibility
“Business is not only about making money. It is a journey of creating value for society.”
That philosophy underpins Phạm Hà’s decisions. Profit is a consequence—not the sole objective. The higher aim is to build a principled enterprise, deliver meaningful experiences, and leave behind a legacy worthy of pride for the next generation.