Ras Al Khaimah hotel supply set to double amid tourism boom: Report
Image: Supplied
Ras Al Khaimah's hotel sector is poised for explosive growth, with its supply expected to double within two years, according to a new report by Stirling Hospitality Advisors.
The emirate's tourism boom, highlighted by a 5.1 per cent year-on-year increase in overnight visitors to 1.28 million in 2024, is driving unprecedented expansion in its hospitality and real estate sectors.
The fourth edition of the
RAK Investment Pulse
Seventy-one per cent of the new supply will be in the five-star category, solidifying the emirate's position as a luxury destination.
Ras Al Khaimah is attracting international hotel brands
Ras Al Khaimah is attracting over 15 international hotel operators across all segments, including new entrants such as Wynn, Millennium, Radisson Red, Ushuaia, and Rove Al Marjan. This influx of new brands reflects the diversification of Ras Al Khaimah's hospitality landscape.
The report also highlights a significant expansion in the branded residences sector, with 16 projects set to deliver approximately 5,600 units by 2029.
'With tourism at an all-time high, Ras Al Khaimah's hotel sector is poised for significant expansion,' the report states.
The research provides insights into market performance, supply trends, and investment opportunities, including a shift in market leadership among hotel operators.
Accor surpassed Hilton in 2024 due to strategic rebranding initiatives, fuelled by the conversion of Al Marjan Resort into Pullman and the rebranding of Hilton Beach Resort into Rixos Al Mairid.
Ras Al Khaimah's strategic vision aims to attract 3.5 million annual visitors by 2030, exceeding initial targets, as the emirate continues to invest in its tourism infrastructure and attract international brands.
Read:
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Zawya
32 minutes ago
- Zawya
SSH appointed as lead design consultant for new Radisson RED Hotel on Marjan Island, Ras Al Khaimah
SSH is proud to announce its appointment as the Lead Design Consultant for the new Radisson RED-branded hotel on Marjan Island, Ras Al Khaimah (RAK), UAE. The 269-room lifestyle hotel will mark a significant milestone for the Radisson RED brand in the region, bringing a bold new hospitality experience to one of the UAE's fastest-growing tourist destinations. Leading boutique advisory firm, Stirling Hospitality Advisors, are acting as owner representatives on behalf of BB Holding, orchestrating the collaboration between stakeholders and overseeing the successful delivery of the hotel. 'We are excited to collaborate with BB Holding, Radisson, and SSH International Consultants on this exceptional lifestyle project. This venture will set a new benchmark for design and guest experiences in Ras Al Khaimah, and we are proud to be part of bringing this vision to life,' said Tatiana Veller, Managing Director of Stirling Hospitality Advisors. Located on Marjan Island, the hotel will sit within a vibrant district featuring a mix of retail, dining, and leisure experiences, including a large mall and a signature water fountain. The property will showcase a refreshed design ethos for the Radisson RED brand in the region, evolving its signature loft-industrial aesthetic into a softer, resort-inspired style. Both the architecture and interiors will incorporate natural materials and muted tones, creating a warm and contemporary atmosphere that complements the relaxed coastal ambiance of Marjan Island. Targeted towards Millennial and Gen Z travellers seeking a unique, design-led experience, this ambitious lifestyle hotel will also mark the first franchised Radisson RED property in the UAE to feature the updated RED concept. Just a short walk from the pristine shoreline, with exclusive private beach access for guests, the hotel promises a fresh, vibrant hospitality experience offering contemporary guestrooms and suites designed with modern elements and premium amenities, staying true to the Radisson RED brand's energetic, design-driven ethos. The hotel will offer a range of amenities, including four distinct dining venues: an all-day dining restaurant, a rooftop specialty restaurant, a stylish lobby lounge bar, and a laid-back poolside bar. Guests will also enjoy a fully equipped gym, an outdoor pool, a serene spa, and dedicated MICE (meetings, incentives, conferences, and exhibitions) facilities – positioning the hotel as a prime destination for both relaxation and corporate events. 'This project represents an exciting evolution of the Radisson RED brand in the region, and SSH is thrilled to bring our design expertise to a destination with such potential. The hotel's creative brief allows us to explore bold, innovative design solutions that deliver a guest experience aligned with the future of hospitality,' said Michael Byron, Managing Director at SSH, UAE. As the Lead Design Consultant, SSH is responsible for delivering pre-contract and post-contract services, managing the project's design from pre-concept through to the issue-for-construction stage, and providing construction supervision services during execution.
Zawya
an hour ago
- Zawya
Stirling Hospitality Advisors highlights infrastructure investment opportunities as Ras Al Khaimah's hotel room supply set to reach nearly 16,000 by 2030
Fifth edition of RAK Investment Pulse focuses on operational support systems behind hotel growth Ras Al Khaimah's hotel inventory expected to increase from 8,321 to 15,798 keys by 2030, with over 5,000 keys under discussion 86% of RAK hotels outsource laundry services; majority of finished F&B goods sourced externally, mainly from Dubai Over 60% of casual staff sourced from outside the Emirate, demand for 16,000+ staff housing units projected by 2030 Over 85% of hotel operators call for centralised procurement hub to reduce costs, delivery times, and CO2 emissions RAK, UAE – Stirling Hospitality Advisors, a leading boutique advisory firm in the region, has released the fifth edition of its RAK Investment Pulse report, identifying new investment opportunities in Ras Al Khaimah's hospitality infrastructure. With hotel room supply projected to reach nearly 16,000 keys by 2030, the report highlights key areas for development, including laundry, F&B supply, logistics, procurement, and staff housing, which will be essential for sustaining the Emirate's continued tourism growth. According to the report, 7,427 new hotel rooms are confirmed for delivery by 2030, on top of the 8,321 rooms already in operation, with more than 5,000 keys currently under discussion. This expansion reflects Ras Al Khaimah's strong tourism outlook and underscores investor confidence in its long-term development strategy. It also signals the need for targeted investment in hospitality infrastructure to ensure operational systems scale alongside guest-facing assets. Tatiana Veller, Managing Director of Stirling Hospitality Advisors, commented: 'As Ras Al Khaimah's hospitality market enters a new era of growth, it's vital that support infrastructure keeps pace. Operational systems such as laundry, logistics, and staffing are essential to delivering high-quality guest experiences. The report is a timely reminder to investors and stakeholders that strengthening these areas is key to long-term competitiveness, and the opportunity to scale with the market growth is abundant.' The report finds that many hotels in RAK continue to depend on suppliers located outside the Emirate, not atypical for the overall UAE market. Most finished food and beverage items, including bottled water and frozen bakery items, are sourced externally, primarily from Dubai, which adds to transportation costs and logistical inefficiencies. Additionally, 86% of hotels outsource their laundry operations, with many relying on service providers located in neighbouring Emirates. Workforce infrastructure remains another area to pay attention to. While more than 60% of casual staff are currently sourced externally, the demand for dedicated staff housing is projected to exceed 16,000 units by 2030. Vocational training facilities are an additional potential facilitator of growth. Hotel operators also reported strong interest in a centralised procurement and logistics hub, with over 85% stating it would improve operational efficiency, reduce emissions, and streamline supply chains. The Emirate's business community has been actively at work to localise the supply chain. To support the next phase of exponential growth, the report outlines several priority investment areas, including scalable laundry facilities, cold storage and procurement hubs, and purpose-built staff housing zones. These developments would reduce operational overheads, enhance service quality, and align with the Emirate's broader tourism and sustainability goals. Commenting on the report, Alison Grinnell, CEO of RAK Hospitality Holding, added: 'RAK Investment Pulse fills a crucial need for reliable information and insights. As RAK is building its history and legacy, this newsletter is a way for the world to stay updated on the remarkable growth and development in this dynamic Emirate.' The findings in this edition of RAK Investment Pulse are based on interviews and structured surveys with general managers of midscale to luxury hotels, as well as input from local authorities, developers, and asset managers. The quarterly publication provides data-led insight to support informed investment decisions across Ras Al Khaimah's hospitality sector. Stirling Hospitality Advisors will host a webinar on June 25th at 10 am to present key findings from the report and explore investment opportunities related to infrastructure, staffing, and operational support systems. About Stirling Hospitality Advisors A subsidiary of Ras Al Khaimah (RAK) Hospitality Holding, Stirling Hospitality Advisors is one of the leading boutique advisory institutions in the region. Headquartered in RAK, Stirling Hospitality Advisors offers clients a wide range of services, including developing comprehensive tourism destination strategies and activation plans, advisory and asset management. Stirling Hospitality Advisors is responsible for a hotel and resort portfolio valued at over USD 1.25 billion, for clients across various sectors: governments, real estate investment trusts, sovereign wealth funds, banks, family offices and master developers. Holding a unique position in the industry, Stirling Hospitality Advisors shares the perspective of government, investor, owner, operator, asset manager and consultant, offering its' clients the long-term trusted relationships and focused expertise, and accompanying each project throughout its' entire lifecycle. With a proven track record of successful project delivery, it has been instrumental in transforming RAK into a world-renowned touristic destination for active and family tourism. Stirling Hospitality Advisors' team of experts has over 150 years of combined hospitality experience, currently asset managing over 3,500 hotel rooms in three countries and has supported clients in over 120 cases of hotel and destination concepts, feasibility studies, market studies, strategies and highest-best use analyses.
Zawya
2 hours ago
- Zawya
Oman: Turning a seasonal surge into year-round SME growth
Each year, as the summer monsoon cloaks Dhofar in mist and greenery, the governorate emerges as one of Oman's most iconic seasonal attractions. The Khareef, a three-month period stretching from June to September, transforms the southern landscape into a lush destination that attracts hundreds of thousands of visitors from across the Sultanate and the wider Gulf region. Beneath the beauty and climate, however, lies a deeper economic reality. Khareef is not only a tourism season; it is an economic window—one that fuels demand across multiple sectors, from hospitality and transport to food services, retail, and local crafts. Yet this opportunity remains largely untapped when it comes to building long-term, sustainable value for small and medium-sized enterprises (SMEs) in Dhofar. While Khareef stimulates a flurry of entrepreneurial activity, much of it is fleeting. Dozens of food stalls, mobile cafés, car rental services, and vendors of frankincense, honey, and traditional goods appear during the season—only to vanish as soon as the rains subside. The issue is not the lack of economic activity, but rather the absence of a system to carry these businesses forward. Sustainability remains the missing piece. Without proper financial tools, business training, or integration into the broader tourism value chain, most seasonal enterprises in Dhofar fail to evolve into permanent businesses. This creates a cycle of economic fragmentation: entrepreneurs enter the market enthusiastically during Khareef but are unable to maintain operations or income streams during the off-season. Several challenges hinder the sustainability of these seasonal SMEs. First is the volatility of income. The short earning period leaves little room for reinvestment or recovery from losses. Second, most of these businesses lack formal structures, such as licensing, accounting systems, branding, or strategic planning. They tend to be informal, family-run efforts with minimal business continuity. Third, access to finance remains a critical barrier. Although the Development Bank and the SME Development Authority provide support, the approval cycles and criteria often do not align with the short-term, urgent nature of seasonal ventures. Moreover, these SMEs typically exist outside formal procurement chains. Hotels, tour operators, and large-scale events rarely source from local micro-businesses, missing an opportunity to create inclusive growth. Finally, there are clear gaps in skills, particularly in marketing, digital engagement, and customer service, which limit competitiveness and scalability. Addressing these gaps requires a shift in how we think about Khareef—not merely as a tourism season, but as an economic platform. If designed strategically, Khareef can become a launchpad for business formalisation, local branding, and supply chain integration. What is needed is a multi-layered response that connects finance, digital infrastructure, training, and policy reform. One such initiative could be a dedicated Khareef SME Support Fund—designed to offer short-term loans with flexible repayment terms aligned to seasonal cash flows. Access to this fund should be linked to basic business planning, ensuring that enterprises receiving support have a minimum framework for continuity. Equally important is digital visibility. A unified online platform mapping all Khareef vendors, along with digital payment solutions and booking systems, could greatly expand reach and consumer confidence. When tourists and residents can find, rate, and buy from SMEs online, the market no longer ends with the season. Another priority is integrating SMEs into the formal tourism value chain. Hotels, resorts, and large-scale festivals could partner with local producers and service providers—be it in catering, souvenirs, or logistics—thus creating consistent demand for local products. Municipalities and business chambers can also play a role by designating temporary but well-organised commercial zones—such as Khareef bazaars—equipped with infrastructure, sanitation, and marketing support. These zones can become centres of economic activity and provide an incubator-like environment for microenterprises to test, refine, and scale. Equally, SMEs need support in building brand identities rooted in Dhofari heritage. Products like frankincense, mountain honey, or woven baskets are not just items of commerce—they are cultural artefacts that carry emotional and historical weight. With the right training and packaging, these goods can be transformed into recognisable brands, locally and internationally. These initiatives must not exist in isolation. They must form part of a coherent development framework that brings together key stakeholders: the Ministry of Heritage and Tourism, the SME Development Authority, Dhofar Municipality, the Development Bank, Invest in Oman, and the Chamber of Commerce. What's required is collaborative governance focused on building a self-sustaining SME ecosystem linked to the Khareef season but not limited by it. This approach aligns seamlessly with Oman Vision 2040, which positions SMEs as vital engines of diversification, job creation, and regional development. Dhofar—rich in culture, biodiversity, and seasonal appeal—has all the ingredients to pioneer a model of 'seasonal entrepreneurship' that balances natural cycles with economic continuity. Ultimately, Khareef Dhofar is more than a misty landscape; it is a living laboratory for sustainable development. Its full economic value will not be measured in hotel bookings or tourist footfall alone, but in the livelihoods it supports long after the rains have passed. If we can transform the seasonal into the strategic, Dhofar will not only thrive in the monsoon—but throughout the year. 2022 © All right reserved for Oman Establishment for Press, Publication and Advertising (OEPPA) Provided by SyndiGate Media Inc. (
