INAUGURAL ISSUE. August 2011
HOTELSCAPES A L L A B O U T H O T E L S & H O S P I TA L I T Y
Hotel Design: How Indian Can It Be? Chain Analysis Starwood’s Dilip Puri talks about the group's growth plans for India Newsmaker of the Month Marriott opens back to back in Jaipur & Chandigarh Destination Analysis Is Pune becoming a city of too many hotels? The F&B Story The success story of the ITC’s culinary icon Bukhara
FROM THE EDITOR
A
t a time when you may ask, ‘another hotel magazine,’ our answer would be a firm ‘yes.’ Indeed we believe there is a great opportunity for us to launch Hotelscapes, there is room for more in-depth analysis, more intense interaction within the industry, not only among the big players but also the smaller ones. Our big resolve is to work closely with all segments, to inform more intelligently and to report objectively and thereby make the big difference. In this inaugural monthly edition our Forum is on ‘How Indian and how international can the hotels in India be?’ If we look back, we had some iconic hotels that arose out of history and architecture of the local destination. The Forum, a cross section of views from different stakeholders from the hospitality industry, seeks to answer that. Our cover page this month is the lobby of ITC Maurya which remains unique in terms of incorporating the best of Indian design, replicating a dome from the Maurya period. Making it contemporary is the celebrated painting by the renowned artist Krishan Khanna. ITC Maurya is also a Luxury Collection Hotel in the Starwood family. The hotel illustrates our point: a hotel can be steeped in tradition and yet be modern and contemporary and adequately international. In Newsmaker of the Month, we introduce you to the two Marriott hotels that recently opened back to back in Jaipur and Chandigarh. Similarly, Starwood not only has ambitious growth plans in India but is also keen on being seen as an Indian chain. Meanwhile, Carlson is placing bets on its brand Radisson Blu for its next phase of growth. Even as international brands make headlines, Oberoi was in news recently for its new property in Gurgaon, which is right beside their existing property Trident. We find out how that makes sense for the group. Given the growth, the hospitality scene is changing dramatically in metros and non-metros. In our City Analysis section, we focus on the growing hospitality business in Pune, one of the fastest growing metros. We analyze the current situation and growth potential of the city. In our F&B Section, we find out what makes Bukhara the culinary icon that it is, despite its unchanging offering during the past three decades. On the other hand there is Nirula's that recently got itself a changed identity to woo customers. We hope you find the magazine informative. However, we would welcome your comments and suggestions.
CONTENTS 2 4
LISTENING POST HOTEL DEVELOPMENT NEWSMAKER THIS MONTH Marriott opens back to back in Jaipur and Chandigarh GUEST COLUMN: Skilled Manpower in short supply FORUM Design – how international, how Indian can it be CITY ANALYSIS Is Pune a city of too many hotels? CHAIN ANALYSIS Starwood on a growth trajectory in India NEW DEVELOPMENT Oberoi and Trident complement each other GUEST COLUMN Details in brand design can make a difference BRAND ANALYSIS Introducing the upscale Radisson Blu DESIGN ANALYSIS Designing the Astro Way GUEST COLUMN Going the extra mile with in-hotel spas DESIGN ANALYSIS Devi Ratn showcases cultural splendour NEW BRAND ON THE SCENE Peppermint Hotels aims to break the clutter NEW ENTRANT Interview with GM of Premier Inn MAKEOVER IN ACTION Nirula’s gets a new identity EYE-CATCHING Burj Al Arab, Dubai, among the world’s most opulent THE F&B STORY Bukhara’s recipe for success HOTEL CSR Lemon Tree merges CSR with business strategy GUEST COLUMN Strolling down memory lane with Channi Pantal GREENING COLUMN The new role of renewable energy
8 12 14 20 28 34 37 38 42 45 46 50 53 54 56 58 62 64 72
Editor: Navin S Berry Assistant Editors: Purva Bhatia, Esther Williams Business: Sudhir Sood Hotelscapes is published and printed monthly by Navin Berry on behalf of Cross Section Publications Pvt. Ltd. and printed at Rakesh Press A- 7, Naraina, Phase II, New Delhi and published from IIIrd Floor, Rajendra Bhawan, 210, Deen Dayal Upadhyay Marg, New Delhi - 110002 Tel: 91-11-43784444 Fax: 91-11-41001627, 41001628 E-mail: response@crosssection.in This issue of hotelscapes contains 72 pages plus 4 pages cover
ITC Maurya Lobby
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LISTENING POST
Oberoi and Reliance to cement ties further, share the same vision In its 61st AGM, the chairman, Oberoi Hotels, PRS Oberoi has welcomed a further cementing of ties between the two organizations, saying, “We are contemplating to jointly develop the hotels in Bengaluru and Goa. We will create joint ventures for the two projects and manage the projects under the Oberoi brand.”
PRS Oberoi
Mukesh Ambani
Further, as SEBI has amended the take over code ethics, increasing the threshold to 25% from its present 15%, Oberoi is learnt to have said, “If Reliance wants to increase its shareholding or wants to join the board, it is welcome.” Reliance bought about 14.98% in EIH in August 2010, widely seen by many as an attempt to deter rival ITC from wresting control of the company, but also seen as a move to eventually bring the two giants to create a more permanent futuristic relationship. Oberoi revealed plans to develop a 250-room luxury hotel along with 60 luxurious Oberoi residences of 6,000 square feet each, for outright sale on their 8.2 acre land in Bengaluru, and a 100–150 rooms hotel along with villas in Goa. These, Oberoi said, will be jointly developed with Reliance in some form of joint ventures.
Asset light is the mantra for Leela Hotels Leela Hotels has recently launched two prime properties, the one at Chanakyapuri in New Delhi and the other in Udaipur. The one in Chennai is due to open later this year. Between them, budgets have gone haywire, knowing the owners’ flair for doing only the best, creating new touchstones in luxury. Balance sheets have also to be kept in check, suspected prowlers to be kept at bay. Even more importantly, loans
Capt Krishna Nair
Vivek Nair
will need to be serviced. Looking ahead, the promoters have adopted a strategy to become asset light. We gather the process has been initiated to find buyers for select properties, and convert these into management contracts. The Leela in Kovalam has attracted a sizable premium, reputed to be around Rs 500 cr, which is more than twice of what was invested in it. A 30 years management contract is expected simultaneously. We gather the target for mobilisation is Rs 1,000 cr which means that one more similar arrangement may be on the cards, making it easier to do the required debt servicing. Looks like a part disinvestment in the Chennai property may be on the cards.
Iconic ITC Mughal: new look, new lobby and a new chandelier ITC Mughal in Agra was the first luxury property in the city. Its imposing chandelier stood in the centre of the lobby and tourists’ loved to get themselves photographed. It was only second to being snapped before the Taj Mahal. The hotel has undergone a major metamorphosis with the lobby and so much more, giving way to a modern and contemporary experience. A new look hotel with a new look chandelier!
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LISTENING POST
Royal Orchid gets new professionals to drive growth
Hilton Hotels flags New Delhi’s Eros; capital presence up now to five!
Flying an Indian flag in the hospitality sector is set to become tougher. Bengaluru-based hospitality group Royal Orchid Hotels, having 18 hotels operational, aims to touch 25 within this fiscal. Gearing up to face competition, the group is getting on board professionals with work experience in the international arena. Joining
Eros Intercontinental pulled out of IHG and has signed with Hilton Hotels. While the upgrading will take two years from now, during this transition period, the hotel will be known as Eros, managed by Hilton. The Eros owners have signed two more properties, Double Tree and Hilton in Mayur Vihar, taking the Hilton presence in New Delhi to five properties, Lenny Menezes including Hilton Janakpuri and Hilton Garden Inn in Saket. With these management contracts, Hilton Hotels becomes the leading operator in the capital in terms of number of properties.
Chander Baljee
Willy Ribbe
as CEO is Willy Ribbe, who has over 28 years of extensive experience in the hospitality industry. His various roles include serving at the Ritz Carlton at Doha as Area General Manager; Marriott Hotels in Europe and USA including the award winning New York Marriott Marquis, and with Bucharest Marriott Grand Hotel. Ribbe will be spearheading the expansion plans of the group and will be instrumental in bringing in best international practices into operations. Ray Mc Shane joins as the Vice President Sales. He has over 23 years of experience in the hospitality industry in hotels like Centara, The Grand New Delhi, Conrad Hotels-Turkey, and Jeddah IntercontinentalSaudi Arabia. Shankar Mani, joins as President Projects and will take over the mantle for completion of projects under construction, especially the new projects and the one in Mumbai. He has worked in India, US, Egypt, Saudi Arabia, Bahrain and United Arab Emirates. Shekhar Bhargava, Executive Vice President and Pradhan Ganapathy, Asst. Vice PresidentDevelopment, will jointly head the development front of the company besides overseeing the operations of the existing hotels.
Change of guard at ITC WelcomHeritage September is expected to see a change of guard at ITC WelcomHeritage, a unique company that has championed heritage properties across the country. Rakesh superannuates next month and we gather the chain would be around 70 hotels, up from barely a dozen or so ten years ago when he took over this mantle. Rakesh Mathur At the time of writing this column, Hotelscapes was unable to access him, as he was away inaugurating a boutique heritage property in Sandur, six hours drive from Bengaluru, belonging to the erstwhile Maharaja of Sandur. This town earlier held sway over other principalities with its Maharaja ruling over others, including the Raja of Hampi. Sandur today is the centre of Bellary district which is in the news for very different reasons. Rakesh’s assignment will be split between SC Shekar, who will oversee the development part of WelcomHeritage, while Sanjay Kripal is expected to oversee day-to-day management. From a dozen hotels to seventy is indeed a tall climb in a field that still remains nascent and full of promise. Many a heritage property has been converted into successful hotels across the country, starting notably from Rajasthan. Such entrepreneurship holds much promise for India’s hospitality industry – each property is unique and offers an experience unlike any other, rooted in local tradition.
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HOTELS INDIA
Banyan Tree to introduce 11 properties in India by 2015
Eaton Smart opens at Delhi Airport The Eaton Smart New Delhi Airport Transit Hotel, considered India’s first transit hotel was opened recently by the Langham Hospitality Group. Located within the airport’s Terminal 3, the hotel offers 93 rooms in total – 57 in the International wing and 36 in the Domestic wing. Among the facilities in the hotel are a fully-equipped gymnasium and an all-day café dining restaurant serving international and local cuisines. Eaton Smart is one of three Eaton hospitality brands under Langham, the other two being the upscale Eaton Luxe and the extended stay Eaton House.
Banyan Tree Hotels and Resorts plans to open 11 properties in India by 2015, with a new property coming up in Kerala in the latter part of 2012. The company also plans to double the number of properties under its banner by 2013. While the first property in India will be in Kerala, the group intends to spread their properties across other lucrative cities of India. The group plans to conduct road shows in December 2011 and January 2012 to ensure that the Indian Travel Trade is aware of the company brand and products, while also participating in South Asia Travel and Tourism Exchange and other consumer and trade engagements; providing incentives for National Tourist Offices to increase visibility in the Indian market.
Sarovar Hotels and Marasa Hospitality to open hotels in religious destinations Sarovar Hotels & Resorts has signed a joint venture agreement with Marasa Hospitality Pvt Ltd, part of the Africa-based Madhavani Group, to open hotels in religious destinations across India. According to reports, the hotels will be opened in Rajkot, Tirupati, Bodhgaya and Rishikesh. Other locations being explored are Varanasi, Dharamsala and Puri. As part of the tie-up, Sarovar Hotels will provide technical assistance from start to finish to all these projects besides managing the hotel operations and marketing them. All four hotels will have well appointed rooms, restaurants, lounges, banquet halls and other facilities conforming to three-star standards.
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HOTELS INDIA
Interstate Hotels & Resorts expands footprint in India on Third-Party Management Platform Interstate Hotels & Resorts, the United States' largest independent hotel management company, recently announced that JHM Interstate Hotels India, a 50/50 joint venture management company between Interstate and JHM Hotels, has signed contracts to operate two more hotels in India that are expected to open this year: the Rajasthali Resort & Spa in Jaipur, developed by Mr. Girish
Chand Agarwal, chairman and managing director of Puja Construction Limited, a Jaipurbased real estate development company; and the Ramada Amritsar, owned by Gurgaonbased Starex Developers Private Limited and led by Chairman Mohinder Singh. This would bring to five the number of hotel management contracts executed since the group launched their third party management platform in India.
Berggruen to pump Rs 575 cr to expand portfolio in India Berggruen Hotels, a hospitality chain funded by an US-based private equity firm, recently announced that it would infuse over Rs 575 crore in the next four years to expand its footprint in India with special focus on single lady travellers. Of this Rs 575 crore, Rs 275 crore will be pumped through
equity and Rs 300 crore through debt during the next three to four years. Berggruen Hotels MD & CEO Sanjay Sethi was in India recently to sign a management contract with the Cama Hotels Limited, which shall be 10th Keys Hotels – a mid market brand of Berggruen Hotels.
Appu Hotels to invest Rs 500 cr in three hotels Appu Hotels, owner of Le Meridian Hotels in Chennai and Coimbatore, is planning to open three more hotels in the next two years with an investment of Rs 500-600 crore. The company would set up 200 five-star rooms and another 300 four-star rooms in Tamil Nadu through the three projects. The group that intends to remain in the five and four star hospitality segments currently offers around 510 rooms in the two hotels in Chennai and Coimbatore and hopes to increase the total number of rooms to 1000 by 2015. Of the three projects, it is expected to complete the Rs 200-crore high-end beach resort, Le Meridian Resorts and Spa, coming up between Chennai and Mahabalipuram, by 2012. It has commissioned consultants from the US, United Kingdom, Singapore and Thailand to work on the project. The company is also exploring possibilities of acquiring properties in Europe and the US apart from other states in India.
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HOTELS INTERNATIONAL
Six Boscolo hotels join Marriott’s Autograph Collection
Innovative family spa at Courtyard by Marriott Bali The Autograph Collection recently announced that six luxury Boscolo Hotels in Europe will join the collection, making a total of 26 properties globally. While September 2011 will see the addition of Boscolo Hotels in Rome, Venice, Prague and Budapest; two others are expected in Rome and Milan by January 2012. The Marriott International
launched the Autograph Collection last year, comprising a group of exceptional independent luxury hotels, each hand-selected for their originality, character and uncommon details. Catering to every travel experience, the hotels are categorized into Boutique Arts, Iconic History, Boutique Chic, Luxury Redefined and Retreat.
The Courtyard by Marriott Bali Nusa Dua - the 900th hotel in the Courtyard global portfolio – has opened the doors to its exceptional new spa – C Spa. Expertly trained and experienced therapists can perform treatments on all members of the family – offering children between the ages of 2 and 12 uniquely designed treatments – as well as teenagers and adults. A wealth of treatments are on offer for adults, including C Spa’s signature massage, traditional Balinese massage, bamboo massage and reflexology, as well as beauty treatments such as body scrubs, body wraps, facials, manicures and pedicures.
Outrigger opens mountain-view suites in Phuket
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The 26 hectare Outrigger Laguna Phuket Resort and Villas in Thailand, on 1st August, opened 19 ultraspacious mountain-view suites with pool, gym, bar and restaurant in the same complex. While the first floor one bedroom suites measure 90 sq metres, the twobedroom duplex suites provide 150 sq metres and the top floor three bedroom penthouse apartments with their own roof top pool total 550 sq metres. Each suite boasts separate living room, fully-equipped kitchen and private balconies. The rooftop pool and barbecue deck offer spectacular views of the Phuket countryside and mountains. Diners can choose from an array of Asian and Western foods.
NEWSMAKER THIS MONTH
Marriott Opens in Jaipur & Chandigarh Last month witnessed the emergence of Marriott hotels in North India with two properties opening back to back. In fact, Chandigarh was a pleasant surprise with top of the line JW.
L-R: Don Cleary,Chief Financial Officer, Asia Pacific; Navjit Ahluwalia, Senior Vice President, Hotel Development, Marriott International; Pankaj Birla, General Manager, Jaipur Marriott; Atul Dangayach, MD, Dangayach Group; Harimohan Dangayach, Chairman, Dangayach Group and Rajeev Menon, Area Vice President, Marriott International Inc.
L-R: Don Cleary,Chief Financial Officer, Asia Pacific; Deepak Manocha, General Manager, Chandigarh JW Marriott; Harpal Singh, MD, Lok Priya Buildwell, and Rajeev Menon, Area Vice President, Marriott International Inc.
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NEWSMAKER THIS MONTH
C
omparisons are inevitable, more so if the siblings are twins. JW Marriott Chandigarh was born on June 29 while Marriott Jaipur just two days later on July 1. Comparisons have also to be done if the hotels come up in cities that are known for their planned layouts and distinct architectural styles. With the opening up of the two hotels, the US chain now has 14 hotels in India catering to the increasing tribe of local travelers across various segments. The Chandigarh hotel, a JW Marriott, comes almost ten years after the first JW opened at the Juhu beach in Mumbai while the one in Jaipur is the first Marriott on India’s famed golden triangle tourist circuit. It will now give competition to the Taj and also the government owned Mount View. The Taj had opened up just a few years back while Mount View was upgraded to a 5-star category. It was during the India-Pakistan World Cup match that the paucity of rooms showed up in the city, which repeated itself when the IPL matches were played later.
RAJEEV MENON AREA VICE-PRESIDENT – INDIA, MALDIVES, MALAYSIA AND AUSTRALIA
A lot of investment is coming here (Chandigrah) in the pharmaceutical, IT and tourism sectors. Moreover, there is a lot of wealth in this part of the country, hence the need for a luxury hotel. (For Jaipur) We realized after speaking to our customers that the city is among the top 1-2 preferred MICE destinations.
Design and Architecture The well planned layout and straight
lines of the City Beautiful, designed by French architect Le Corbusier, find their way in the interiors and planning of JW Marriott as well. The hotel faced challenges as city regulations impose a height limitation of 24 metres and within that the architects had to fit in the ballroom as well as carve out the maximum number of rooms. Then, the hotel façade had to go with the distinct Chandigarh skyline and architectural style – plain, straight-cut with concrete fronts. But as Rajiv Puri, vice-president international – project & design management architecture and construction division, says: “Despite a space crunch, we were able to incorporate JW Marriot-size rooms. Also, the red brick walls inside the lobby have been inspired by a Chandigarh design.” On the other hand, the Marriott Jaipur startles people, just so because people were expecting another traditionallydesigned structure. Puri says:“People who come to Jaipur get to see the palaces and forts but want to live in an international building. Also, most of the hotels here are palaces or built like palaces, therefore people needed something different and that is where we have succeeded.”
Okra restaurant in Jaipur Marriott
The Café@JW Marriott, Chandigarh
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NEWSMAKER THIS MONTH Because of its vast expanse, the hotel has played around with design. From one end of the hotel, a guest can see vast spaces in front of him and also the sides. Daylight in the lobby, the coffee shop and other common spaces have been used to the hilt.To bring in the traditional elements, the hotel has placed well-mounted photographs of Rajasthan traditional architecture in the rooms. Similarly, a chhatri and lotus flowers have been erected in the water body that is visible from the lobby and also the restaurants.
MICE and more With improved air connectivity at Chandigarh, also with the proposed new international airport, things are looking good for the city. As general manager of JW Marriott, Chandigarh, Deepak Manocha said: “We are looking at all kinds of travellers – the business and MICE traveller as well as the tourists who stop over at Chandigarh on their way to Himachal Pradesh and Kashmir.” The hotel has also not lost track of the local population. As the Area Vice President – India, Maldives, Malaysia and Australia, Rajeev
Menon said:“Chandigarh is a strategic city. A lot of investment is coming here in the pharmaceutical, IT and tourism sectors. Moreover, there is a lot of wealth in this part of the country, hence the need for a luxury hotel.” Menon added that the hotel hopes to connect with the local community because of their F&B segment:“How much can we localize is a strategy. Our chef went around Punjab villages to know more out about the local food and flavours. And this will reflect in our cuisine.” To a large extent, the Jaipur Marriott too is gearing itself for getting all kinds of tourists. Not only is the hotel clearly positioning itself as a MICE destination but also hopes to rope in tourists. As Pankaj Birla, the General Manager of Jaipur Marriott said: “We will be driving in the MICE movement at Jaipur. We will create a demand that did not exist before in this city and are looking at both the international as well as the domestic tourist.” The Pink City offers a double advantage in being a combination of business and culture. Menon said: “We realized after speaking to our customers that the city is among the top 1-2
The rooms at both the hotels cater to the modern day traveller
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Marriott on major expansion drive in India Marriott is making merry. With the two new properties under its belt in north India, the US hotel chain plans to have 100 properties across the country by 2015. According to Don Cleary, Chief Financial Officer, the group has 100 under development properties in the country, which include deals that have been signed and properties that are under construction. This will provide the group a footprint in almost 25 cities, reaching out to all customer categories. The brands to be launched in India include Marriott, JW Marriott, Courtyard, Renaissance, Ritz Carlton and the Marriott Executive Apartments. The country will also see the operationalizing of a three-star brand by the group. Expanding on the company’s growth strategy, Cleary said: “The Marriott group can provide the right brand for the right market. Our strategy for expansion in India is to partner with strong local groups.” This was a sentiment echoed by Rajeev Menon, Marriott International’s Area Vice-President India, Australia, Malaysia and Maldives, who said: “These strategic partnerships are with people with local roots but global exposure. For example, our partner in Hyderabad, the Reddy family, is a well-respected family. They have strategic depth. Our success has been due to local partnerships and also the fact that we investigate the markets thoroughly.” In India, the hotel chain is banking on local travelers more than the international ones. As Menon said: “Between 20-30 per cent of our business is driven by MICE but it may go up to 30-35 per cent as India is a growing MICE destination. We are planning a MICE circuit with hotels at Hyderabad, Pune and Mumbai.” It also hopes to benefit from the Marriott loyalty programme – the biggest rewards programme globally that ensures their clients check into a Marriott wherever they travel. Marriott has more than 3,500 hotels across the world but its India tally stands at 14. Moreover, since their first JW Marriott hotel in 1999 in Mumbai, the group took almost ten years to open up another JW. But the chain that calls itself the second-largest growing hotel chain in India now plans to spread its wings fast. Sooner than later, there will be a Marriott property in all the four corners of the country – Himachal Pradesh in the north; Guwahati and Shillong in the north east; a hotel at the Delhi airport; Courtyards in Punjab; hotels in Bangalore, Chennai, Kolkata, Pune and Mumbai, apart from other destinations.
NEWSMAKER THIS MONTH
FACT SHEET
FACT SHEET
Marriott Jaipur
JW Marriott Chandigarh
Location: 1.5 km from the airport, (7 minutes by car), located amidst the upcoming business district of the Pink City Accommodation: Guest Rooms-349, Junior Suites15 and Presidential Suite-1 Dining Options: Okra – International all-day dining Saffron – Fine dining Indian cuisine, Alto Vino – Italian restaurant, Aqua – The poolside café and bar Pankaj Birla, GM Executive Lounge: Jaipur Baking Company Fitness and Relaxation: Quan Spa, Lounge 18, Health Club, NightClub, Swimming pool and Kids pool Other facilities: Two ballrooms Sapphire and Ruby, seven break-away venues, four meeting rooms, Business Centre General Manager: Pankaj Birla Director Sales & Marketing: Neeraj Mahrishi Director Rooms: Davesh Kumar Director F&B: Animesh Barat Introductory Offer: Valid Through: August 31, 2011 Rates from: 6,999–9,999 INR Enrich your experience and stay with the Jaipur Marriott by getting maximum credit of 3,000 to spend while staying at the hotel. • Stay for one night and get 1,000 INR credit • Stay for two nights and get 2,000 INR credit • Stay for three nights and get 3,000 INR credit Complimentary breakfast at the all-day dining restaurant – “OKRA” Contact Address: Ashram Marg, Near Jawahar Circle Jaipur, Rajasthan - 302015 India www.jaipurmarriott.com, Tel: 0141 4567777
Location: The hotel is centrally located a 15 mins drive from the Chandigarh Airport. Close to the Business District (Sector 17) and the Information Technology Park, it provides easy access to key tourist destinations of North India. Accommodation: Guest Rooms-165, Suites-4 and Presidential Suite-1 Dining Options: Saffron – Fine dining Indian cuisine The Café@JW – Global Deepak Manocha, GM cuisine Oregano Restaurant and Bar – Italian cuisine. Whisky 101– Bar Chandigarh Baking Company – Deli & Patisserie Fitness and Relaxation: Quan Spa, JW Fitness Centre, Swimming pool and Kids pool Other facilities: The Grand Ballroom, The Living Room, Business Centre, Executive Lounge General Manager: Deepak Manocha Director Sales & Marketing: Aditya Singh Director Rooms: Michael Gurpreet Singh Director F&B: Vivin Kuriakose Introductory Offer: Valid until September 30, 2011. Credit of INR 1500 on 1 Night stay Credit of INR 3000 on 2 Night stay Credit of INR 4500 on 3 Night stay Credits earned through the ‘Opening Special’ offer can be further used for upgrades in food and beverage, room service, laundry, mini bar, internet and various other facilities offered at the hotel. Contact Address: Plot no: 6, Sector 35-B, Dakshin Marg, Chandigarh - 1600 35 India www.jwmarriottchandigarh.com, Tel: 0172 4026987
preferred MICE destinations. Earlier, it was not considered to be a MICE destination.”
Local Bonding The Marriott approach for India is to tie-up with strong local partners. Though a first-timer in the hospitality business, Harpal Singh of Synergy Telecommunica-
tions proved his mettle by launching the hotel in just two years. And he is not looking back.“This is one of the fastest hotels to be built. My first hotel but not the last definitely,” says Singh. On the other hand the Dangayach Group, with seven years in hospitality, now has three hotels in Jaipur itself, is planning an aggressive foray in
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other Rajasthan cities. With a simultaneous launch of two luxury hotels in north India with strong local partners, Marriott has shown the way for future expansion in India – a country on which it is highly optimistic, including for the growing local demand. – RAHUL KUMAR
GUEST COLUMN RAJIV GUJARAL
SKILLED MANPOWER IS IN SHORT SUPPLY The hospitality sector has to take a long-term view about itself and show enlightened self-interest to tackle the problem, says Rajiv Gujral.
T
hat the hospitality sector is growing at an impressive pace is a truism. In the approved category, we have over one lakh rooms, and these are estimated to double in about three years which is robust growth by any reckoning. It is the midsegment that is expanding very quickly. One of the biggest challenges that the hotel industry faces today is that of manpower, especially people with the skills that are needed. In a way, the problem is not specific to the hospitality sector. In December 2008, the Confederation of Indian Industry (CII) and the Boston Consulting Group (BCG) published a report which said that the country’s service sector was constrained because of ‘talent gap’ – that is, the lack of requisite skills for a job. It estimated that the gap would cross the fivemillion mark by 2012. The reason was, and is, obvious: our educational institutions are not producing employable youngsters. In the hotel industry, the supply of skilled manpower is less than 30 per cent. Evidently, the supply is unable to keep in step with the demand. The requirements of mid-segment hotels are different. Here, multi-skilling is of considerable importance. A lot of investment is coming to the sector. Now, conceiving and building a property and going for business development is one thing, but running it, and running it efficiently, is a different ballgame. Culinary duties, housekeeping, laundry, security – everything needs human resources. They are the backbone of hospitality. They have to be good. And this can happen only if manpower is properly trained. Seasoned professionals in the industry find that the capabilities of new entrants leave a lot to be desired. The hotel the trainees go to can polish their skills, but hotels are no training institutes; and it is here that the problem lies.
“
Veterans in the industry ought to devote some of their time, energy, and resources for the betterment of the sector as a whole.
”
There is a dearth of hotel management institutes. The All India Council for Technical Education (AICTE) has not evolved over the years; its rules are archaic. For instance, it insists on 2.5-acre land for a proposed institute. But then, the costs go skywards and financial viability suffers. Rural area is the catchment for culinary skills as well as other functional skills to ensure employability The result is that the institutes are charging exorbitant fees for the course – Rs 8-10 lakh, or even higher. Now, even that would be palatable, but teaching standards are bad, often rendering the student unemployable. Besides, there is a serious lack of standardization; some courses are for three years, whereas others are for four years. The hospitality sector has to take a longterm view about itself; and it has to show enlightened self-interest. In short, veterans in the industry ought to devote some of their time, energy, and resources for the betterment of the sector as a whole. Their domain expertise and wide experience will go a long way in improving the situation, on the demand-supply gap in trained manpower in specific and wider hospitality issues in general. There is a very limited involvement of the hospitality sector. The involvement needs to broaden and deepen for the sector to train the trainers who will then ensure quality education and the imparting of requisite skills. Otherwise, we would be left with no option but to mourn bureaucratic apathy about the dismal situation. This would be sad for a sector whose multiplier effect has the ratio of 1:45. – AS TOLD TO RAVI SHANKER KAPOOR
Rajiv Gujral is Senior Vice-President, Mergers, Acquisitions & Development, Taj Group of Hotels
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FORUM Oberoi Rajvilas, Jaipur: widely appreciated by an international clientele and deeply rooted in local design
DESIGN
How much international, how much Indian, is the question? 14 HOTELSCAPES August 2011
Chander Baljee CHAIRMAN AND MANAGING DIRECTOR, ROYAL ORCHID HOTELS Today modern hotels in the mid market segment whether in India or abroad catering to international travellers maintain simple designs, but at the same time use local décor and furnishings. For example our Jaipur hotel – Royal Orchid Central is a business hotel, hence it is contemporary in design but yet art and artifacts used for the décor showcase local flavor. Our new Hotel Royal Orchid in Jaipur, a five star business and leisure hotel is very modern in its decor but has the Tiger Trail Restaurant which gives a flavor of the history during the British rule when they went on trails across India to hunt the tiger. Those trips across the subcontinent formed a sort of pattern, popularly known as the “Tiger Trail”. Here we serve both Northwest Frontier and Indian food. This restaurant emanates the flavor of our history through the food and the use of accent pieces instead of heavy carvings all over. Global travellers today are very aware and conscious about international designs. Hence for our five star hotel in Hyderabad we used architects Hirsch Bedner Associates who are masters in creating designs that induce a distinct sense of the place and strengthen the brand name. We used architect Chandu Chadda for our Jaipur hotel, who are experts in bringing out the historic prominence of the place with a contemporary and modern feel. Our resorts are exotic yet accentuate local flavor in the materials used and the décor. As for our business hotels they look vibrant with accent pieces.
Ankur Bhatia EXECUTIVE DIRECTOR, BIRD GROUP The Indian hotel industry is moving at a fast pace, with an unprecedented growth in hotel constructions across the country. The rapidly growing middle class, the advent of corporate incentive travel and the multinational companies into India have boosted prospects for travel amongst domestic and international travellers. With people travelling a lot more, there is a need for hotels to be designed in line with global expectations. Also, with the advent of so many international and local brands, it is essential that hotels should differentiate themselves from the competition, whether they are luxury, mid-market or economy. Design plays a very important role in making or breaking an image of the hotel. Today architects and designers need to create designs that are more sustainable, efficient and aesthetically appealing. At the same time it is also necessary that the identity of a brand should complement the brand values. Every project is interesting whether it is a boutique or a city hotel. Boutique hotels or hotels that thrive on Indian values are
A flavour of history in the Royal Orchid lobby
personality driven and need to reflect their uniqueness through their traditional design elements. They highlight these by using local and regional aspects that symbolize the grandeur of their heritage. Today, some of the international brands are also customizing their models to suit local conditions and attract customers. City or business hotels mostly cater to global or well travelled customers. Therefore, the key area of their design is to have universal rooms, which offer peace, convenience, global access, efficiency and technology. Thus the essence of a business or city hotel is to offer basic design criteria that blend with the global standards. Interior design is not just about the furniture and paintings and fixtures, it is also about lighting, air circulation, comfort, convenience, safety, hygiene, maintainability and environment friendliness. For hotels in the five star and plus categories, the look should be kept international with hints of an Indian touch in the décor. These hotels cater to a global audience who are accustomed to global standards of facilities in the room. At the same time, these hotels need to reflect Indian culture to its international customer base to promote India’s rich heritage, which can be portrayed through design elements that blend with the international appearance. On the other hand, midmarket hotels need to follow a global cookie cutter approach by showcasing more contemporary designs in order to pace up and meet the international standards of hospitality for the mass audience they cater to. Hence, it is difficult to specify how much of international and Indian design elements should be adopted by a certain brand. They all are distinct in their own categories.
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FORUM Rajiv Kaul PRESIDENT, LEELA HOTELS Till the 90s or so, Indian hotels wanted to avoid making a statement. Design tended to avoid explicitly a local theme as India was still carrying a developing destination tag. Hotels here wanted to assure the international traveller that we were sufficiently international. In recent times, we have begun to celebrate out individuality and showcase proudly our heritage. This process started with the ‘Vilas’ by Oberoi Hotels, seen more as modern palaces, steeped in the history of each of the cities they were located. Leela took the same route, but to the metro cities. The process started with Bengaluru, now in Delhi (royal Raj theme) and soon in Chennai (Chettinad theme). Today, the luxury traveller is seeking local authentic experiences. He wants the local flavour and India has so much to offer by way of crafts and arts. One of the joys of travel is to seek the local ambience of the destination. Luxury does not want the sterile chain feeling. Upscale brands still, however, adhere to the clean and functional look that belongs to the socalled international look. 20 years ago, the Indian look was not
being flaunted. It is being done now. Look at the success of Indian art, for instance. Indian artists are the flavour of international galleries and auctions. Indian hotels have become the single largest patrons for Indian artists. Perhaps there were a few exceptions (twenty years ago) even then: hotels wanted to look different. But this is broadly the emerging trend, as I see it, then and now.
Ajoy Misra SR. VICE PRESIDENT SALES AND MARKETING, TAJ HOTELS The design of the hotel should depend on factors like type of hotel, profile of target customers and brand image. It also to some extent symbolizes the tastes and interests of the owning company and its origins. Very often today design is strongly dictated by the brand and its personality. Take for example, W Hotel which is known for its very modern, innovative and quirky design and would probably follow this theme irrespective of where it is located. Ideally, in leisure destinations, the hotel building should derive ‘cues’ from local architecture and the interiors should
Leela Palace, New Delhi: deeply influenced by the ‘Raj’ nostalgia
16 HOTELSCAPES August 2011
FORUM
Westin Gurgaon: classically international in design and easily recognisable in any part of the world
give the guests a sense of place as the leisure guest would like to get a flavor of the place they are visiting. Based on the assumption that most of the guests in city hotels come for business purposes, city hotels on the contrary should be modern in terms of interior design with no fuss and international in the terms of comforts and facilities that they offer. Being an international brand that has its roots in India, we like to keep appropriate levels of ‘Tajness’ in our product, service and experience delivery at all Taj Hotels, Resorts and Palaces.
aesthetics and colors and at the same time implements latest technology when creating comforts and other functional requirements. The hotels should be easy to maintain and the product so designed that it can compete in the market place even when other new hotels come up. It should be distinctively unique in certain aspects to create its own identity. In my opinion, a true designer creates a hotel which is rooted, alive and looks new every time. If the hotel aesthetics are rooted it can stand the test of time.
Kanwal Malhotra
Suresh Kumar
PRESIDENT, THE AMBASSADOR HOTEL
CEO, FORTUNE PARK HOTELS LTD.
Hotels are designed to accomplish certain goals in a particular environment. The design created should satisfy the requirement of the traveller and also local visitors. The designer philosophy and approach should be to keep in mind when designing a hotel for the “user”. The objective should be to satisfy the traveller’s functional requirement i.e. comfort, business needs and entertainment. When it comes to aesthetics, the focus should be to bring in as many local elements as possible without compromising on functionality. India has a vast heritage in its full multiplicity – be it colors, ancient grandeur of art & architecture, religion and certain element of mystic around it all. In other words, the designer philosophy should be to create a product which has local roots and caters to its culture,
Hospitality to India is a part of its inheritance and forms the basis of its culture, and hotels have been an extension of the same. The initial hotel concepts in India stemmed from the palaces made by kings, which were specially equipped to cater to guests – the ‘Atithi’ – echoing ‘Atithi Devo Bhava’. These had special offerings for the guests in terms of – rooms, dining areas that could host the ‘royal feasts’ for these guests, and special areas for their entertainment and rejuvenation. These gave birth to the hotels of India – which were vast, luxurious and inspired by these palaces. These hotels carried elements of Indian history through their architecture and interior designs. These hotels, with their rich and opulent appeal, defined luxury of that time – luxury that was equated to the ‘grandeur’ of it all, therefore presenting them
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FORUM as iconic structures. This trend of architectural inspiration from these palaces was complimented by the promotion of India as the land of forts and palaces, which got exposed to a very affluent captive audience. However, over the last few years, with India gaining prominence as the hub of economic activities for both international and domestic clients, ‘convenience and comfort’ has taken over from the ‘grandeur’ - even in the design aspect of the hotels. Today, the trend has moved to building smart, convenient and straight-line hotels also because of the availability of varied and often smaller sizes of plots on which these hotels are being built. It is much easier to replicate these hotels thus ensuring the ease of ‘speed and scalability’ needed to cater to the rising demand. Hence while there would be hotels, especially in the luxury segments, which would continue to become landmarks representing the Indian ethos through the architecture and design; a large number of hotels would now conform to the International trends, playing on minimalistic and straight-line designs.
Gautam Anand VICE PRESIDENT, PRE/OPENING OPERATIONS, HOTELS DIVISION ITC While it is very important to benchmark against global best practices and technological developments to enable a product brief, the future of the Indian leisure product lies in being inspired by the regional and being contextual.You can’t be building a hotel in India and giving your guest the feeling of being in Las Vegas! A hotel must have local moorings to be relevant. I take pride in saying that ITC has been a pioneer in integrating Indian design. Our first three hotels – Chola, Mughal and Maurya, have the names and themes from their respective dynasties. In India, we have a huge advantage because of the rich cultural diversity our motherland offers. Actualizing this would be inspiring for both the international traveller as well as the domestic tourist. Hotels provide endless possibilities of using local crafts and textiles. Our traditions and skills are not only alive and thriving but have adapted with the times. Local artwork gives the design a rich and contextual culture. Consider the example of ITC Maurya in New Delhi. Every corner of the hotel has a sculpture or an installation by an eminent artist infusing the hotel with an ambience from history and a sense of belonging to a traditional legacy of Indian luxury. You can’t miss the local ethos in the hotel. The structure resembles a stupa. The inner cave-like dome of the building named Chaitya hall, is inspired by the cave-temples – the most famous of them, in Karla, Maharashtra. Hotels must have a judicious mix of national and international level design. For instance, an imported bed can ensure comfort and Indian cotton bedding or use of local fabric can make it contextual. Taking international skills is important but transferring them into the Indian context is even more important. The first step is to do a brief.You should know
Taj Falaknuma, Hyderabad: deeply embedded in local culture and design
what you want. There must be a correlation between the architect and the design team to ensure the right mix. To sum it all, leisure hotels in India should have a strong conceptual theme. They must become a catalyst of a local cultural renaissance. They should be adaptive of latest technology and building methodology. Hotel companies must have a diversity of brands so as to meet the needs of the diverse public. Being contextual does not merely mean including local artwork in hotel design. It also means being environmentally relevant. Small things like recycled glass containers, towels, bathmats and robes from organic free trade Indian cotton and integration of room lighting with natural light can ensure that. As our Executive Director, Nakul Anand often says, at ITC Hotels our core values are W.I.S.E.R. These translate as Warm, Indigenous, and high focus on Sustainability and Efficiency. Also, we are proud bearers of ‘Responsible Luxury’.
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Sanjiv Tyagi CEO, SYA MANAGEMENT CONSULTANTS In India, the last decade has been spent in building hotels without personality, where the interiors are exactly the same and you could be anywhere – Delhi, Chennai or even Madrid or London.
FORUM (and not the hotel) at the center stage. Better service will have to take precedence over design. The last decade has also seen the quality of service sinking to new lows and any hotel which pays attention to service will ultimately be the winner.
Roger Wright GENERAL MANAGER, THE LEELA KEMPINSKI HOTEL & RESIDENCES
The force behind globalisation is strong and with the coming in of the big American brands with regional offices in Dubai and Singapore and being run by expatriates, regional and local ‘specialty’ is being erased towards a more anonymous design. Design should be about going beyond the short term and fleeting trends, and merging the past, present and future and if we fail in doing so it all becomes rather dull because of lack of history...which is the trend that we are currently seeing. Today’s savvy traveller is far more demanding and hotel design will have to start delivering emotional as well as rational values that will differentiate them from the competitors and where the inspiration is from traditional, local or regional patterns. The success of the Oberoi Vilas properties is a case in point. Secondly, I feel guests will start moving away from the sci-fi visions of the future and the emphasis would be on the functional and practical aspects of the sleep, work and play areas. Quite simply this will be a movement towards design that is easily understandable, easy to use and to have a life long relationship with rather than a bombardment of visual excitement. One of the biggest trends in this area that has to be addressed is the changing age profile of society in the Western world which is rapidly growing older. Thirdly, the mega trend that will have to be given attention is the ‘green and eco’ lodgings. Amid growing concerns over the environment, our guests will in future select and be willing to pay more for environmentally friendly lodgings. So, the design must incorporate this aspect. However, whatever design aspects may be followed, finally the hotel industry will have to read the guests and place them
As a foreigner, I am a little reluctant to start sounding like an expert on anything that defines the “Indian-ness” of anything that is “Indian”. But I guess I am entitled to personal preferences for buildings that reflect the personality, creativity and uniqueness of the people and the history of this wonderful country. In a commercial sense, the design, the facilities and personality of any 5-Star hotel must ultimately reflect the requirements and aspirations of the people who will be paying to use these facilities. When anyone looks at the physical elements that have led to the incredible success of “The Leela Gurgaon”, they would reasonably conclude this is a contemporary international hotel that would be comfortable in almost any CBD location anywhere in the world. But there are a significant number of examples that innovatively present “accent pieces” that unquestionably define this building and the business as being tastefully and proudly "Indian". Some of the elements that help define this property, as also being unapologetically “international” include the interior design statement – where the rooms and many of the public areas came from the Singapore office of internationally respected interior designers Hirsch Bedner. Where Spectra, a world class “multi cuisine” restaurant and the adjacent “Whisky Bar” Rubicon, both of which were hand crafted by Japanese restaurant designers, Spin – arguably among the best at their craft in the world. How we integrate elements that reflect our Indian location and perhaps even energize the hotel, is through carefully selected contemporary and location relevant Indian art, through carefully selected staff, proudly wearing beautifully presented uniforms that would very likely by out of place in most other parts of the world. As a foreigner, do I love the style and do I respect the thought processes, innovation and history that resonate throughout the world class “palace” style hotels and resorts of urban and rural India? Of course, like most people with “hotels” in their DNA, I am staggered by the beauty and the pride that is clearly manifest in these monuments to an incredible history. I guess the wonderful thing is that considering the often incredible sums invested in these buildings, India is one of the countries where room rates, disposable income and operating costs conspire to make these wonderful buildings still commercially viable. So good luck, may India be able to build stunningly located world class hotels and palaces that address the requirements of increasingly demanding and sophisticated international travellers, from throughout India and the rest of the world.
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CITY ANALYSIS
PUNE
A CITY OF TOO MANY HOTELS?
The supply of rooms in the city far exceeds the demand, leading to a glut and bringing down room rates. We bring you an analysis of the current situation and the growth potential of the city.
CITY ANALYSIS
W
ith Pune emerging as a prominent industrial destination in the last decade, business travel zoomed. The boom in hospitality sector, however, came about four years ago, leading to a glut in the market. While The Taj, Sun-n-Sand, Le Meridien, and Pride were the big names dominating the market till 2007, now the city also boasts of international giants like Marriott, Starwood, and Carlson. The spurt in Pune hoteliering was the natural corollary of the diversification and surge in business activity in recent years. It was in the 1960s that industrial development began in the cultural capital of Maharashtra. Mechanical engineering companies set up their base here. The city's proximity to Mumbai helped it become a preferred destination for big firms such as Tata Motors and Hindustan Antibiotics. In recent times, it attracted firms in sectors like information technology (IT), IT-enabled services or ITeS, and those doing R&D work. Unsurprisingly, hoteliers did not want to miss an opportunity of cashing in on this fast-paced development. They went on a building overdrive. As a consequence, the city will have an inventory of about 4,500 rooms by the end of this year. By 2013, a total of 15 new hotels will add another 3,502 rooms in the upscale, midscale and budget categories, according to a report by Knight Frank. In a city that primarily caters to business travellers and has little potential for leisure tourism, isn't this kind of inventory too much? Industry observers answer in the affirmative.There is a definite over-supply in the market. Not surprisingly, some of the big names like The Leela and Oberoi have seen wisdom in shelving their plans of setting up hotels in the city. Hotel Leelaventures now
Harinder J Singh GENERAL MANAGER, COURTYARD BY MARRIOTT PUNE CITY CENTRE
“Pune is now being promoted as a MICE destination and is beginning to do well as far as conventions are concerned. FIT and transient business is surely the biggest driver, however, conventions are balancing the scene today.”
Pune was ranked the most suitable place for British investments in India by the UK-India Business Council (UKIBC) last year. Benchmarking Pune as a premier business hub, the council said the city could help create potential linkages with the UK industry capacity in financial services, IT and creative and media sectors.
Ravi Khubchandani GM, HOTEL IBIS
Pune has become a buyer’s market. We seem to have taken away business from guest houses as well as some of the luxury segment.’ Everybody wants to tap everyone’s share. If luxury hotels were earlier charging about Rs 12,000 a night, they are today offering rooms at half the rate, competing with even mid-market hotels. 21 HOTELSCAPES August 2011
CITY ANALYSIS
Chittaranjan Behl GENERAL MANAGER, SUN-N-SAND HOTEL
Earlier there were just 4 major players in the market. Today, you see so many small hotels cropping up. Since, demand has not kept the same pace you find everyone is competing with everyone irrespective of the category.
has an agreement with Sky Realty Projects to develop a high-end residential-cum-commercial property. Others have slowed down their expansion plans. When the city witnessed a hospitality boom in 2006-08, hoteliers deemed it the best time to invest in Pune. The work started in earnest with some of them being operational by 2008. Unfortunately, this period coincided with global slowdown which had its impact on corporate travel. So the demand did not match up to the supply. “The number of rooms is almost doubling every year. However, demand has not kept the same pace. In India, usually infrastructure develops first and then demand picks up. Hopefully, Pune too will witness the same,” avers Avijit Chaturvedi, VicePresident Operations, O Hotels. Explaining the situation, Balan Paravantvida, General Manager, Pune Marriott Hotel and Convention Centre, says, “Pune has seen a growth in new hotels. However in the last five years Pune has also seen a significant growth in terms of IT, engineering and automobile sector investments. We did not see the demand that needed to support this growth. This has resulted in a demand supply mismatch which resulted in high occupancies and room rates.”
Profile of Visitors
Jay Welinker GENERAL MANAGER, HOLIDAY INN, PUNE HINJEWADI
Over time, as demand meets supply, RevPar will steadily grow. Yes, room rates have declined compared to pre-2008 levels, however one needs to be mindful that during those ‘buoyant’ years, rates were on the ‘high side’ as demand far exceeded supply of branded hotels. 22 HOTELSCAPES August 2011
The profile of visitors to hotels consists largely of business travellers with 92 per cent corporate visitors and 8 per cent leisure travellers. “With the increase in hotel brands in the city, the growth graph of the city is evident. Pune today is looked at as a MICE destination which is a relatively new business segment,” says Megha Ajgaonkar, Director Sales and Marketing, Westin Pune Koregaon Park. Since the hospitality industry in Pune thrives on the corporate customer, it is no surprise that the hotels here are positioned as business hotels. Naturally, these are equipped with business centers, conferencing facilities, gym and airport pick-up and drop. “Pune is now being promoted as a MICE destination and is beginning to do well as far as conventions are concerned. FIT and transient business is surely the biggest driver, however, conventions are balancing the scene today,” says Harinder J. Singh, General Manager, Courtyard by
CITY ANALYSIS Marriott Pune City Centre. Taj Blue Diamond became Vivanta by Taj in late 2010 to cater better to the needs of business visitors. “We have noticed that the customers have less and less time on their hands. They would want to make maximum use of their time when they travel on business. Hence, they have business appointments from breakfast to working lunches and entertain their customers during dinner. It is precisely to cater to these changing customer trends that the hotel migrated to the brand and is now Vivanta by Taj – Blue Diamond,” says Surinder Singh, General Manager, Vivanta by Taj - Blue Diamond, Pune.
Situation Analysis In such a competitive scenario, often lines tend to blur as far as target segments are concerned. Hoteliers admit that cut-throat competition is the order the day. “Everybody wants to tap everyone else's share. If luxury hotels were earlier charging about Rs 12,000 a night, they are today offering rooms at half the rate, hence competing even with mid-market hotels,” says Ravi Khubchandani, GM, Hotel Ibis.“Pune has become a buyer’s market. There is competition in all segments. We seemed to have taken away business from guest houses as well as some of the luxury segment,” he says. Chittaranjan Behl, General Manager, Sun-n-Sand Hotel agrees. “Earlier there were just four major players in the market. Today, you see so many small hotels cropping up. Since, demand has not kept the same pace you find everyone is competing with everyone irrespective of the category,” he says. Bigger names in the industry, however, aren’t too worried with this trend. Banking on customer loyalty, Surinder Singh, General Manager, Vivanta by Taj - Blue Diamond, Pune, says,“A young corporate customer would not mind going and staying in a large conferencing hotel because he is getting a better competitive rate. However, a seasoned corporate customer would always have his own preference for a hotel. He is willing to pay a slightly higher price if his demand is met.”
Impact on Room Rates Till about four years ago, Pune's hospitality industry was witnessing a
Balan Paravantvida GENERAL MANAGER, PUNE MARRIOTT HOTEL AND CONVENTION CENTRE
Pune has seen a growth in new hotels. However, in the last 5 years there has been a significant growth in terms of IT, engineering and automobile sector investments. We did not see the demand that needed to support this growth. This has resulted in a demand supply mismatch.
Megha Ajgaonkar DIRECTOR SALES AND MARKETING, WESTIN PUNE KOREGAON PARK
With the increase in hotel brands in the city, the growth graph of the city is evident. Pune today is looked at as a MICE destination which is a relatively new business segment.
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CITY ANALYSIS Where’s Pune’s Hospitality Industry Heading?
Avijit Chaturvedi GENERAL MANAGER, O HOTELS
The number of rooms is almost doubling every year. However, demand has not kept the same pace. In India, usually infrastructure develops first and then demand picks up. Hopefully, Pune too will witness the same.
Pune suffered significant declines in occupancies and average rates, with occupancies declining by –18.8% and average rates falling by -20.8%. New supply which came in 2008-09 and 200910, coupled with sluggish increase in demand is responsible for the poor performance of the city. Pune has witnessed the development of micromarkets such as Hinjewadi, Chakan, Ranjangaon, and Talegaon. In the next two to three years the demand from the micromarkets in peripheral locations is expected to outpace the estimated growth in the central business districts. Going forward, the city is still expected to see a large influx of supply in each micro-market. Overall, Pune is expected to recover to stable performance levels in the next three to four years. Source: HVS Indian Hotel Industry Survey 2009-10 Change in Occupancy and Room Rates Year
Occupancy Average
Room Rate
2005-2006
77.3%
2,621
2006-2007
80.7%
3,2 32
2007-2008
76.5%
4,9 27
2008-2009
65.5%
4, 9 51
2009-2010
53.2%
3,9 21
Source: HVS Indian Hotel Industry Survey 2009-10
Surinder Singh GENERAL MANAGER, VIVANTA BY TAJ – BLUE DIAMOND, PUNE
“A young corporate customer would not mind going and staying in a large conferencing hotel because he is getting a better competitive rate. However, a seasoned corporate customer would always have his own preference for a hotel. He is willing to pay a slightly higher price if his demand is met.” 24 HOTELSCAPES August 2011
sharp growth with more than 80 per cent occupancy rates. The room rates in the five-star segment reached over Rs 13,000 a night. The scenario changed after a phase of slowdown and coming in of several hotels. Gadi Hassin, the general manager of Grand Hyatt Pune, feels a rate correction was essential in this market. “The room rates have been indeed affected by the immediate increase in the supply of hotels, however, it is important to point out that the hotel prices that the city had seen a few years ago, were simply too high for a tier-II city and it is only natural that these prices will start to balance now with the additional hotels. In the past years the city has seen room rates fall sharply to a more realistic rate of Rs 6,500-7,500,” he says. Latest entrant, Holiday Inn feels the same. “Over time, as demand meets supply, RevPar will steadily grow. Yes, room rates have declined compared to pre 2008 levels. However, one needs to be mindful that during those ‘buoyant’ years, rates were on the ‘high side’ as demand
CITY ANALYSIS far exceeded supply of branded hotels,” says Jay Welinker, General Manager, Holiday Inn, Pune Hinjewadi.
Occupancy Levels & Profitability In terms of occupancies, only the big daddies of the industry are better off. "On an average only Taj, Westin and Le Meridien would get about 60 per cent occupancies; the rest get about 50-55 per cent,” says Chittaranjan Behl. Perhaps, budget hotels fare better on occupancy. However, the prohibitive land cost in the city doesn’t make for a profitable proposition even for them. Discounted prices have led to poor recoveries for most hotels. "We are in a situation where we are making reasonable operating profits but then there is struggle,” says Chaturvedi of O Hotels. Only a few international chains are making revenues; others are bleeding. Westin Pune, for instance, claims to be getting good business.“Our room rates in the past two years have stayed fairly constant year on year with a steady increase in occupancy levels. The variance would not be more than 3 per cent from 2010 to 2011 on rates; the growth in occupancies, however, has been over 30 per cent,” says Ajgaonkar.
Impact on Infrastructure The growth in infrastructure of the city has been a bit disappointing. One of the biggest challenges is connectivity which can get better with the airport and more international flights. Pune currently does not have a civil airport; all commercial air carriers operate from the air force airport located at Lohegaon. The number of flights is however limited since the airport is under the control of the airforce. Currently, international flights operate only to Dubai and Frankfurt. Hoteliers want to see Pune International Airport plans firming up at a faster pace as well as having more international flights operating in and out of the city since there is a clear demand of expat travel and living in Pune owing to the business houses in the city. “Currently, the biggest challenge would be a need to further improve city infrastructure. Once connectivity by air improves further, new in bound markets will open giving rise to the MICE segment,” opines Welinker of Holiday Inn.
Gadi Hassin GENERAL MANAGER, GRAND HYATT PUNE
“It is important to point out that hotel prices the city had seen a few years ago were simply too high and it is only natural that these prices will start to balance now with the additional hotels. In the past years the city has seen room rates fall sharply to a more realistic rate of Rs 6,500 – 7,500. Future Projection Industry experts see a balance between demand and supply in this market within the next three-four years. “The demand supply should match up in the next three-four years. Due to the city's proximity to Mumbai, excellent weather and availability of land, the city will see a lot of major investments and expansion over the next five-eight years,” says Paravantvida of Pune
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Marriott Hotel and Convention Centre. Rationalization of average room rates is in the offing too. “Nowhere in the world does a brand like Courtyard sell rooms for over $100. Here they charge about $150. Or Oakwood, for instance, charges 35 per cent higher than anywhere in the world. Of course, here the real estate costs are too high. However, the rates will have to be rationalized further,” – PURVA BHATIA says Chaturvedi.
CHAIN ANALYSIS
STARWOOD
Innovates, aspires to be known as an Indian chain by 2015 28 HOTELSCAPES August 2011
CHAIN ANALYSIS
S
tarwood as a hotel group is gaining points (read, properties) every other day. The somehow better know brand has been Sheraton, having been around for longer. Till in the last few years, Indians discovered, as part of India’s globalisation, that Sheraton was only a brand within a larger portfolio of brands, and only a smaller part of a larger family. The first custodian, and a most visible one, was ITC Hotels with their branded Sheratons across India. Then came their transformation, into the upscale The Luxury Collection. As with the Sheraton brand, the latter also became an exclusive between Starwood and ITC Hotels. But having gone upscale, released the Sheraton brand for wider distribution among other owners. At the same time, came other brands with their portfolios; the Indian growth story was also emerging, and the hotel boom was being felt across many cities. Only a few months ago, Starwood identified a new post at the top, a managing Director for India and South
DILIP PURI MANAGING DIRECTOR INDIA AND REGIONAL VICE PRESIDENT SOUTH ASIA, STARWOOD HOTELS AND RESORTS
“I am confident that Starwood is on course of becoming a dominant hotel player in India by 2015. By dominant, I mean between all players, Indian and foreign. Some brands have been known to come and go, adopt short term strategies. Not with Starwood – we are here to stay long term.”
WHO’S WHO AT STARWOOD
Rajan Bahadur
Vivek Bhalla
Nikhil Manchharam
Urmil Khurana
Regional Director Sales & Marketing South Asia
Regional Senior Director of Operations South Asia
VP, Acquisition & Development, South Asia
Regional Director, Finance, South Asia
Rajan has over 26 years of rich experience in Sales & Marketing; he has held many key assignments with organizations such as American Express, Oberoi Hotels & Resorts and ITC Ltd wherein he has been a valuable contributor.
Vivek brings with him a rich and varied experience of working in the United States and Asia Pacific. Prior to joining Starwood, Vivek was Managing Director – Asia Pacific, The Rainmaker Group, a world leader in profit optimization software and consulting services for hospitality, whose clients include the likes of Wynn Las Vegas, MGM Mirage, Trump Entertainment Resorts, One and Only and Kerzner International.
Nikhil has been with the Starwood Group for 8 years and has played various roles in both Singapore and India. His recent major accomplishment includes the introduction of the Westin, Aloft and Four Points by Sheraton Brands into India with successful closure of multiple deals. Nikhil also has an extensive background in an advisory role with HVS International in London, Singapore and Jones Lang LaSalle Hotels in Sydney.
Urmil Khurana has been the Regional Director, Finance, South Asia at Starwood Hotels & Resorts for the past 4 years. Prios to this, she was Vice President FinanceNorthern Region at Tata Teleservices Ltd. She has also worked at the Indian Hotels Company Ltd as the General Manager – Finance.
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CHAIN ANALYSIS Asia. This post combined both the development as well as the operations portfolios; manning this for the first time, was Dilip Puri, from the erstwhile Duet Hotels. Coming from an owning company that was developing its own brands, Puri has been able to bring that sensitivity to the job, that owners need and care for. Not just the operator, but he also knows what it means to be the developer. In this inaugural issue of Hotelscapes we bring you excerpts of the challenge and the sweet success among the Starwood family, that Puri is presently leading: What is the present scale of the Starwood family in India? What does this mean for you? To what extent can you say you are here to stay? 36 operating, 45 by 2012 end and 65 by 2015 end – that’s the present story of Starwood in India. This year, the group has opened Four Points in Pune, Four Points in Vizag, Sheraton in Bengaluru (May), Meridien in Coimbatore (August), Aloft Hotels in Coimbatore, Chandigarh and Ahmedabad. I am confident that Starwood is on course of becoming a dominant hotel player in India by 2015. By dominant, I mean between all players, Indian and foreign. Some brands have been known to come and go, adopt short term strategies. Not with Starwood – we are here to stay long term. We now have a 54 member local office of the group, dedicated sales and marketing team in India for the central office, spent 7.5 million US$ in advertising all brands and created a customer contact office here in India. We have the firm belief that we must spend money here in India to attract more money. How does the India story differ from that of China? We understand your head office was recently relocated for a month in China? What does this portend for India? Outside of the US, we have found that our growth is coming from key markets like India and China. We can just pitch ourselves in New York. We believe we must buy groceries in a city to get the pulse of the market. In China we have 70 operating hotels and another 90 under construction. Therefore, last month we kind of shifted our office across to Shanghai. The entire senior team of 8 people along with their staff was parked for
SHERATON BENGALURU “We saw in ITC the right anchor for the brand. Going further, we see the Sheraton brand being the essential engine of growth for us in India. We are working towards having a Sheraton in every state capital of the country. We want to be the first 5-star, while Four Points would be the first 4-star in many of these state capitals.”
ITC MAURYA “ITC has given us a powerful presence, being a solid operator in its own right. The Luxury Collection drives a lot of value from the Starwood Privilege Guarantee Programme. At the same time, the ITC portfolio significantly improves the distribution network of Starwood – we both have much to gain from each other.”
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CHAIN ANALYSIS
FOUR POINTS JAIPUR “This year, the group has opened Four Points in Pune and Vizag, Sheraton in Bengaluru (May), Meridien in Coimbatore (August), Aloft Hotels in Coimbatore, Chandigarh and Ahmedabad.”
WESTIN MUMBAI “Within the Starwood portfolio, our flagship brand is likely to be Westin – we have 5 in operation already. Another two, in Chennai and Kolkatta are next to open, by 2015 we expect between 10 to 12 Westin Hotels all over India. We opened the five almost back to back, within a span of 18 months. You will recall the Westin Mumbai was awarded the Best Hotel of the Year at HICSA this year.”
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a month, getting a firm feel of the market. And is something like this for India on the cards? India is on the cards and will happen, we can’t say when. Sometime in the future, cannot even say in which city, yet. The idea is that we have to go where the growth is. Whom are you competing with in India? Where is your ‘real’ competition? Our competing brands in India would be The Taj, The Oberoi, among the Indian big boys, Marriott and Hyatt among the foreign brands. Your story in India goes along with that of ITC Hotels. How do you see this relationship? ITC has given us a powerful presence, being a solid operator in its own right. The Luxury Collection drives a lot of value from the Starwood Privilege Guarantee Programme. At the same time, the ITC portfolio significantly improves the distribution network of Starwood - we both have much to gain from each other. Many an international chain floundered in India because they did not have the right partner. What kind of strategic fit did you enjoy with ITC? If you look around, many a formidable chain has gone wrong having started with a wrong partner, and some have never recovered. In ITC we have been fortunate in having chosen the right partner. It is a correct institutional organization, forward looking, and with deep pockets. Both of us have gained from this association. How do you see the Sheraton brand, having started with ITC? We saw in ITC the right anchor for the brand. Going further, we see the Sheraton brand being the essential engine of growth for us in India. We are working towards having a Sheraton in every state capital of the country. We want to be the first 5-star, while Four Points would be the first 4-star in many of these state capitals. How is your business profile between foreign and domestic? Our growth is being fuelled by a strong domestic consumption. Today, our international occupancy levels across all brands would be 70, with 30 coming from within India. By another five years, we expect this to change to 50:50, in another ten years to be reversed
CHAIN ANALYSIS to 70:30. This is what has happened in China, as today we are looking at building Sheraton hotels in Tier 4 cities. In the last few months we have witnessed the sudden emergence of Westin hotels. Started originally as the stor y of ‘gaons’ between Koregaon, Goregaon, and Gurgaon! What has the success been like? That was a rare incidence that our initial foray went into local areas that had a rare commonality in names. Within the Starwood portfolio, our flagship brand is likely to be Westin – we have 5 in operation already. Another two, in Chennai and Kolkatta are next to open, by 2015 we expect between 10 to 12 Westin Hotels all over India. We opened the five almost back to back, within a span of 18 months. In which ever city these are, the Westin has broken through the existing hotels, and notched the Number 1 or 2 position in the city in terms of REVPAR in its respective sector. You will recall the Westin Mumbai was awarded the Best Hotel of the Year at HICSA this year. We understand that some of these developers are now going ahead with you growing multiple brands. What does this mean for Starwood? One of the big yardsticks of success is the ability of an operator to attract multiple brands within an owner's portfolio. This spells owner’s loyalty and therefore his confidence and faith in the mother brand. We at Starwood have a ratio of 70% success to sign with the same owner for multiple brands. This is the ultimate owner satisfaction credentials that we can seek. But yet after this success, you will still be seen as a foreign company, which indeed you will be? Starwood would like to be seen as an Indian company by 2015. We want a face in India. Not just a name. (And, by corollary, Dilip Puri would be seen as Mr. Starwood!) Globally, we are empowering our hotels to adopt the local culture. Indian clients are getting increasingly used to our brands as they check in hotels in the country. This is fast giving them familiarity with the same brands when they are booking for their travels overseas. In fact, our growing presence in India is giving us a bigger advantage in outbound business. We understand some pioneering and
Sheraton Bengaluru
interesting work is underway to spread Indian culture to your international markets. What is this all about? We are decoding Indian culture at our hotels overseas. In a way, we are empowering our overseas properties to be better prepared to receive, welcome, and service the Indian clientele that we see growing so rapidly. We are providing training in key overseas markets, gearing them to understand Indian custom and Indian customer preferences. We have set up a crack Indian team that has already set out on this business. We may call this Indian DNA decoded! How to manage Indian weddings, how to make and serve Indian food, grooming in basic Indian etiquette, and whatever it takes to make them feel at home – going beyond the traditional namaste, to say. This growth, what does this mean for Indian managers? What kind of HR issues are you grappling with? On growth within the company in India, many of our general managers are so happy with the growth they are
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witnessing here in India, that they do not want to go overseas. Expats are equally keen to serve in India. Our country is becoming a preferred place to work, within the Starwood empire. One of the issues we gather, rather the strengths of Starwood, is its distribution system and your loyalty programme. How does this work in India? One of our big new centres of growth is the call centre business. We have started our signature service called the Ambassador Service, much like the American Express Concierge Service. Presently we have two Ambassadors at the Call centre, with a total staff of 12 people. This will grow fast as the requirement grows. The best part of the success of Starwood is the SPG programme, our loyalty programme for the customers. This ensures a strong revenue management system for each and every hotel in the system. This alone accounts for more than 50% of our business in India. – NAVIN S BERRY
NEW DEVELOPMENT
The newly opened Oberoi Gurgaon
Two Good to be True Oberoi and Trident complement each other The newly opened Oberoi hotel in Gurgaon has the same address as its sister brand, Trident. Having two brands belonging to the same parent group beside each other seems pointless. Except it is not. Rahul Kumar finds out how it makes sense.
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wo entities, two distinct identities and two dissimilar architectures. But one owner, one manager, one sales team and one plot of land. That is the story of the Trident and the Oberoi – two iconic hotels in Gurgaon that share the same plot of land but as distinct as chalk and cheese in the identities that they maintain. So, why did the Oberoi group have to open up two hotels on the same spot? On the face of it, this amounts to committing hara-kiri. To the common
mind opening a luxury hotel adjacent to another is much like creating competition for its own brand. But barely four months into the co-existence, it is clear, a well-crafted strategy that seeks to capture the benefits of a growing Gurgaon is at work. When the design-inspired Trident came up in 2004, people felt that no city hotel could surpass it and an oft-asked question that the group faced was – can you beat this hotel? A few years down the line the hotel notched up successes like
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the highest occupancy, the highest rates and also the highest Revpar (revenue per average room) and maintained those positions. Trident even bagged some of the top awards including Asia’s Leading Luxury Hotel, Asia’s Leading Hotel and India’s Leading Hotel, all in 2010. So, when the ultra-luxury Oberoi came up in 2011, there was a question mark. What happens to the Trident?
Strategic move There was a clear purpose of thought
NEW DEVELOPMENT
The award winning Trident Gurgaon
KAPIL CHOPRA SENIOR VICE PRESIDENT, OBEROI HOTELS AND RESORTS
As the hotels are interlinked, our guests can stay at the Trident but can use the dining facilities at the Oberoi and vice versa. Also, a combined sales team allows us to customize the services for the client. Our wider variety of offerings because of the two hotels enables us to now match a guest's budget with his profile.
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at play. As Kapil Chopra, senior vicepresident Oberoi Hotels and Resorts says: “We have centralized reservations, centralized billing, a unified top management and a unified sales team for the Oberoi and also the Trident. The two hotels are absolutely not in competition with each other.” That sounds like the Oberoi is complementing the Trident. But how? Chopra explains. “Trident had just one shortcoming – it had less number of rooms. We noticed that there was an insatiable demand for luxury rooms in Gurgaon as large numbers of companies are coming to the city. And that is where the Oberoi has filled in the gap.”
The numbers game From the Trident’s 136 rooms and suites, the combined offering has now gone up to 338 and see how this has played upon the occupancy rates. Chopra says: “In less than three months of the opening up of the Oberoi, we now have the highest average room rate (ARR) in the country. Starting from USD 250 to USD 500, we are now able to offer almost 10 price points at Trident and at The
NEW DEVELOPMENT
The Trident Gurgaon boasts traditional design
The swanky interiors of The Oberoi Gurgaon
Oberoi, Gurgaon to our guests.” Earlier, as a stand alone entity, the Trident could offer only four choices to their customers in terms of room prices.
The power of two Chopra says that their guests are happier as they have a bigger choice in terms of rooms and also the tariffs; are spoilt for restaurants, have more cuisines to sample and can savour diverse architectural styles (contemporary for the Trident and modern for the Oberoi) according to their personal taste.“As the hotels are interlinked, our guests can stay at the Trident but can use the dining facilities at the Oberoi and vice versa. Also, a combined sales team allows us to customize the services for the client. Our wider variety of offerings because of the two hotels enables us to now match a guest’s budget with his profile,” says Chopra.
Positioning Not all accidents result in Big Bangs. The one created by the Oberoi and the Trident is no accident. The two have been carefully nudged into the well thought out luxury MICE position. No restaurant in India offers more than 120 seats but the Oberoi's all-day dining world cuisine restaurant, three sixty one degrees, has a seating capacity of 204 guests and provides Japanese, Chinese, Italian and Indian cuisine – a big incentive for the MICE guest. That is not all. Their combined prowess has doubled the number of restaurants which can accommodate all banqueting and dining options for larger MICE events. “Our guests do not have to step out of this 16-acre complex with two iconic luxury hotels next to each other. One of them is Asia’s leading Luxury Hotel and
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the other has been nominated by Virtuoso in the ‘Best of the Best’ hotel awards, 2011. At other places, the guests will have to spread out to other parts of the city for dinners and lunches. Coaches and cabs will have to be organised and people may even end up feeling slighted. Do remember that we are talking about guests who are absolutely the top level, run billiondollar enterprises and arrive in their personal jets,” emphasizes Chopra. With nine acres under the Oberoi and another seven under the Trident, the hotels are all set to attract the top end of the MICE business. It is no wonder Chopra has already booked with immense pride almost 20 MICE events that will take place on the combined properties till the end of March 2012. Now that is the satisfaction of two hearts beating as one.
GUEST COLUMN MARIA PHILIPOSE SINHA
DETAILS IN BRAND DESIGN CAN MAKE A DIFFERENCE Brand design is more than just the graphical representation of a product or brand positioning. Details in design can make a difference in customer's experience with the brand.
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esign seems to have acquired the responsibility of capturing and carrying the essence of the brand promise through careful choice and use of form, font, color, and their composition.These elements have helped build strong brands by cueing brand attributes with impressive accuracy be it the contemporary Marriott and Hyatt or the more Asian Shangri-la and Taj hotels. Going deeper, design has enabled effective category differentiators within each group like Marriott, JW Marriott, Renaissance and Courtyard or likewise for a Grand Hyatt, Park or Regency; each catering to a different guest with fairly defined expectation of business and leisure travel. The distinction in the kind of experience each aim for is governed by clear brand directives, which in turn defines the design language. Design, very quickly, here in the realm of visual or graphic design includes identity design, f&b collaterals like menu, take away, straw and chop stick covers etc, communication collaterals like brochures, flyers, promotional kits, and of course advertising. Hospitality advertising, in my opinion, is not about simply a great picture and a smart line. It is about detail. Similarly, detail in design is important in not just what you say, but how it is written the font or word thickness or the kind of slant you use can cue a casual weekend or a luxurious respite; depending on which brand this is for. Take for instance, it may not be enough for us that the emotion resonates with the brand values, but when someone bites into a chocolate cake, every drip, drool and dance of light must reflect luxury if that be the promise. Another very important thing is finding
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Black is a small and perhaps old expression of luxury. Like this, there are numerous little whispers of how through design we can say a story that is only ours.
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ways to carve niches and columns that guard your brand from most others to reflect 'the finest experience' to break the clutter. And this depends on clear definitions and insights on why and how are we, more than great rooms, great food and great views. Increasingly, as the well traveled guest quite subconsciously does a quick comparative study, there is growing awareness that perhaps the critical battles are more subtle. Meaning, it is just not about placing an element of communication by the bed side, it is also about the paper used, the quality of printing, the tone of voice and of course the emergence of new colors. Black is a small and perhaps old expression of luxury. Like this, there are numerous little whispers of how through design we can say a story that is only ours. Especially while designing an f&b outlet, be it an old day dining or a specialty restaurant; it is important to remember that people get great food in a lot of places; you can however pull them back with the power of your story. Starting from the signage that holds itself in expression to be as innovative as the food, the fine menu paper, their first and perhaps only tangible connect with the brand should feel as beautiful as the décor that surrounds them, the coasters, the straw or toothpick covers and that distinct identity that lingers on a random mailer – all reinforcing your promise are important characters of your gripping story that sets you apart. So next time you embark on a design project, ask yourself,‘What is my story?’ – MARIA PHILIPOSE SINHA
The writer is a hospitality brand design expert.
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BRAND ANALYSIS
Carlson’s contemporary and classy offering Carlson proudly claims Radisson to be one of the world’s leading hotel brands. The brand is all set to take a plunge and become what the group defines as being ‘powerful, globally consistent and a first-class brand’ by 2015. We take a look at the brand’s global as well as Indian strategy to achieve that target.
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ast year Carlson Hotels announced its long-anticipated plans for an overhaul and expansion of its Radisson brand. It plans to spend up to $1.5 billion to update and upgrade the hotels in North America alone. The plan is part of a new five-year strategy focusing on Carlson’s core hotel and travel businesses. The Radisson upgrade follows the success of
the ‘Radisson Blu’ brand that Carlson’s European partner, Rezidor, has been developing across Europe, Africa and the Middle East. “We want our brands to be leading brands in their segments; we want to be the number one hospitality and travel company to work for; and we want to be the number one hospitality and travel company to invest with”: reads the mission statement of
Ambition 2015 by Carlson Hotels. India is an important market for helping Carlson achieve its target. The brand is highly optimistic about the country’s tourism and travel growth story. “Carlson is the fastest expanding international hotel chain in India. In the last 5 years, the impending boom in hospitality sector has been in the upscale and mid-scale segment,” says KB Kachru,
RADISSON BLU A focus on design and leading-edge style at Radisson Blu in Mahipalpur
BRAND ANALYSIS Executive Vice President, South Asia, Carlson Hotels, Asia Pacific And it is this boom that Carlson is hoping to cash-in on with its upper upscale brand – Radisson Blu.
Brand Characterization Radisson Hotels is one of the leading, full-service global hotel companies with more than 420 locations in 73 countries. Carlson is repositioning the Radisson brand with the introduction of Radisson Blu. It is focussing on establishing firstclass hotels in key cities to elevate and strengthen the Radisson’s profile. The group defines Radisson Blu as a first-class full service hotel brand that focuses on design and leading-edge style. It currently operates more than 200 hotels in Europe, the Middle East and Africa, with another 51 projects under development. Under the ‘Ambition 2015’ plan Radisson brand will be tiered across the upper upscale and upscale segments. The new Radisson will have two levels: Radisson Blu, which will be upper-upscale, and the upscale Radisson, or Radisson “green,” which will carry the green logo that most properties outside of Europe carry. Both will share the same brand essence, the same style and many of the service concepts. “The differentiation will primarily be location based – key location in a primary city versus a secondary market. It will typically be reflected in the level of investment that goes into the property,” says Kachru.
USP of Radisson Blu Radisson Blu is world-over recognized for its jaw-dropping interiors. Speaking to Hotelscapes, Mr. Kachru says that a lot is invested in getting the interiors right. “What stands Radisson Blu apart from others is the design and leading-edge style, iconic buildings with individual interiors,” he quips. On an average all Radisson hotels have over 100 contemporary rooms with the latest communication facilities, meeting and conferencing facility, banquets, health club, spa, tea lounges, bar, all-day dining restaurants and specialty restaurants. Radisson Blu brand standards feature the “Yes I Can!” service concept, 3-hour express laundry, Grab & Run breakfast, and complimentary high-
KB KACHRU EXECUTIVE VICE PRESIDENT, SOUTH ASIA, CARLSON HOTELS, ASIA PACIFIC
Radisson delivers the services, amenities and programs that reflect the preferences of our guests. Our people-centric hospitality translates into a range of services designed to make each stay unforgettably satisfying. It is this attention to detail that helps drive our success by distinguishing the Radisson brand from others in the segment. speed internet access in all guestrooms. It’s contemporary architecture, warm hospitality and convenient services make Radisson ideal for both business and leisure travellers.
Betting Big on India India has 19 Radisson Hotels operational in the country at present. Out of these, 14 are Radisson Blu. With its vibrant, contemporary and engaging hospitality Carlson is confident of making Radisson a powerful brand. “We are quite optimistic about India’s tourism and travel growth story, which is all set to double in size this year. We see India as a strategic destination with enormous opportunity and hence plan to scale up our operations here,” announced President and CEO Hubert Joly during his India visit earlier this year. Carlson recently announced the signing of its 42nd Radisson hotel in India, the 117-room Radisson Hotel Kandla and just this month opened doors for Radisson Blu Resort Goa Cavelossim Beach. New properties are already there or coming up in places like Rudrapur, Agra, Amritsar, Ghaziabad, Greater Noida,
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Haridwar and Ranchi. When asked why the focus on smaller towns, Mr Kachru says it’s opportunities in these markets that the brand is banking upon. “While Radisson Blu’s ambitious expansion plans focus on prime locations, including major cities, airport gateways and resort destinations around the world, these are emerging markets and we are trying to reap the first mover advantage to these locations,” he adds.
Fighting the Competition Radisson Blu competes with Hilton, Marriott and Sheraton. In the last 5 years, the impending boom in hospitality sector in India has been in upscale and mid-
There have been many firsts with the brand including the first American brand in the U.S.S.R, the first travel agency loyalty program, look to book, and one of the first partnerships across the Atlantic between Radisson and Rezidor. The Radisson brand is one of the oldest upscale brands in the United States.
BRAND ANALYSIS scale segment. Luxury hotel market in India is dominated by homegrown chains like Oberoi, Taj and Leela. But as the trend is changing, these domestic hotel chains too are expanding in the upscale and mid-scale segment. Asked how Radisson would differentiate itself from all the competing chains, Mr Kachru says, “It is true that there is an immense competition in the industry today. To face this competition head on, Carlson has developed a compelling range of competitive options designed to suit all needs and requirements. And we are confident that we can deliver exactly the right solution to every owner in every location.”
Way Forward Carlson plans to increase the number of Radisson hotels in Asia Pacific to over 100 hotels by 2015. Out of 35 Radisson hotels in operation in Asia, 23 are being rebranded Radisson Blu. In addition, 30 out of the 36 Radisson hotels in
Contemporary design at Radisson Blu Lobby
development in Asia Pacific will be Radisson Blu. In India Carlson plans to scale up its operations to 50 hotels this year and also looks at more than doubling the portfolio
by 2015. It plans to open 19 more hotels this year itself, of which 11 would be Radisson with 1542 rooms, five Park Plaza, two Country Inns and suites and one Park Inn. It already runs 15 Radisson Hotels
New Radisson Blu coming soon to India There were 15 properties in operation in India at the end of 2010 and a contracted pipeline of 25, leading to a total portfolio of 40 Radisson properties in the country. There are 11 properties set to open in 2011, including: ➤ The Radisson Blu Hotel Rudrapur which is the first India hotel to open this year. The 124-room property is a 15minute drive from the Pantnagar Airport. It features nine suites and 115 contemporary rooms, and a 5,000 square foot meeting and conference facility that can accommodate up to 500 people. ➤ The Radisson Hotel Agra Taj East Gate Road. Located in the city of Uttar Pradesh and in close proximity to the Taj Mahal, the 140-room hotel will comprise Radisson Blu Agra
an all-day dining and specialty restaurant, a bar and tea lounge, more than 10,000 square feet of banquet and meeting facilities and a spa. ➤ The Radisson Resort Goa Cavelossim Beach. The 132-room Radisson Resort Goa Cavelossim Beach is inspired by Goan-Portuguese architecture. Spread over acres of lush green gardens and coconut groves, it is located near the famous Cavelossim beach in South Goa. ➤ The Radisson Hotel Amritsar. The Radisson Blu Goa
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186-room Radisson Hotel Amritsar is located adjacent to the Raja Sansi International Airport and near tourist attractions such as the Golden Temple. It will offer 24 suites and 162 stylish rooms. ➤ The Radisson Hotel Chennai City Center. Located in the city's central business district, the 161-room Radisson Hotel Chennai City Center will feature 16 suites and 145 rooms, as well as three restaurants, a bar and a nightclub. ➤ The Radisson Hotel Ghaziabad. This
BRAND ANALYSIS Genesis of the Brand The history of Radisson dates back to 1909 when the first Radisson hotel, named after famous French explorer Pierre Radisson, opened in Minneapolis, MN. In 1962 the Radisson was acquired by Curt Carlson, a Minneapolis businessman and entrepreneur. Radisson Blu was formerly known as Radisson SAS. Operated by Belgian hotel firm Rezidor Hotel Group, the chain runs under a master franchise contract with Carlson. Scandinavian Airlines System (SAS) previously a major shareholder in Rezidor Hotel Group, withdrew from the partnership and hence the name has been replaced by Radisson Blu, although the new brand is being introduced gradually across the portfolio.
Interactive kitchens at Level 2 at Redisson Blu Paschim Vihar
with 4,087 keys, 10 Country Inns, 6 Park Plaza and 3 Park Inns.
Other Brands Carlson is a leading global hotel chain
with operations in more than 1,060 locations in 77 countries; the brand has a long list of loyalists. Besides Radisson, Carlson also operates Park Plaza in the premium segment and two brands –
property is located in one of the fastest growing commercial centers of India. The 142-room hotel will feature a fullyequipped business center, a health club, a spa, a swimming pool and a bar and lounge. ➤ The Radisson Hotel Ahmedabad. Located in the economic capital of Western India, Gujarat city, the 116-room Radisson Hotel Ahmedabad will be within seven kilometers of the Sardar Vallabhbhai Patel International Airport and close to tourist attractions such as the Sardar Patel Stadium and the Camp Hanuman Temple. ➤ The Radisson Blu Hotel Greater Noida. This 175-room hotel will provide guests an array of facilities such as an allday dining restaurant, two specialty restaurants, a bar, a tea lounge, a fitness center, and a 7,000 square foot banquet and meeting facility. ➤ The Radisson Hotel Haridwar. Located in the holy city of Haridwar, this 129-room hotel will comprise 16 suites and 113 rooms with a variety of upscale facilities, including an all-day dining restaurant, specialty restaurant, bar, club lounge and tea lounge. ➤ The Radisson Blu Plaza Hotel Hyderabad Banjara Hills. The 157-room Radisson Blu Plaza Hotel Hyderabad Banjara Hills is situated in the west of Hyderabad city, better known as one of India's fastest growing information technology and biotechnology hubs. The hotel will be in close proximity to the Hyderabad Rajiv Gandhi International Airport and will feature an all-day dining restaurant, two specialty restaurants, a lobby bar and a plaza lounge. ➤ The Radisson Hotel Ranchi. Located five kilometers from the airport, the 116-room hotel with eight suites and 108 rooms will showcase a host of facilities including a fully-equipped business center, a health club and spa, an all-day dining restaurant, a specialty restaurant, a bar and a club lounge.
Country Inn and Suites and Park Inn – in the mid-segment. About 90 per cent of the hotels are operated, globally, through management contracts and franchise model. – PURVA BHATIA
Radisson Blu Ahmedabad
Radisson Blu Hyderabad
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DESIGN INTERVIEW
Hyatt Goa, cosmically balanced
DESIGNING THE ASTRO WAY
Every building has a horoscope much like every individual, Neeta Sinha, an astro-architect, tells Purva Bhatia. She believes little changes in a building – be it office, home or hotel – can change your fortune. Sinha combines the study of Astrology, Vaastu and Feng Shui to suggest these changes. Her portfolio includes work for Hyatt Hotels, Four Seasons (Mumbai), JW Marriott (Bangalore & Mumbai) and Cox & Kings. What is the significance of ‘astroarchitect’ for hotels today? It is important because it works. It works on any premise whether it is hotel, office or a residence. Even if you are sitting on the road the energy around either helps you or disturbs you. It is this relation between man and the cosmos which I balance. How have you seen a change in interest for science like vaastu and astrology for designing of commercial buildings? When I started 25 years ago, not many people were aware of anything like this. But over the years people have become
Astro-architect Neeta Mehta
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DESIGN INTERVIEW
‘Improved energy’ at Four Seasons Mumbai
more aware of this science. Nature has its own way of balancing; the increase in the negativity around due to various energies like mobile, TV, radio waves, etc. are disturbing the inner peace of human beings. Due to this not only astroarchitecture but most of the occult sciences are coming back be it yoga, astrology, meditation, gem therapy, etc. What are the things you take into account when studying a hotel property for making the changes? To make the horoscope of a hotel, I need the name of the company which will be operating and/or managing and the name of the company owning the premises. I take into consideration the direction of the premises, shape of plot, constructed areas, water energy, entrance and the surrounding. The beauty of astro-architecture is that any odd plot can be balanced effortlessly through this science. What are the elements that you consider changing for positive results? It all depends on the horoscope of the place. Nothing is fixed and I cannot generalize anything. Somewhere it could
be the colour that needs to changed; sometimes it is the art or painting in a building and so on. Tell us about your most interesting and/or most absurd experience while re-designing a hotel I remember the first time I was called for Della Adventure in Lonavla which is India’s most recent and most safe adventure place. They have huge camping site, bungalows and almost all the adventure sports. When I was doing their camping site it was a real challenge for me as there were no walls, no permanent structures to change. It was a camp site where people could stay during the night. I only had the option of using colors to balance everything. It was an interesting assignment to work on. Another example is Grand Hyatt Mumbai which was facing a lot of issues when it was being constructed. They were not getting permission for road access, as it was close to Mumbai University and was surrounded with slums. They were having a really tough time. It was at that time they called me to see the place. As per my suggestion then they changed the
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name of the company from Sea Juli to Juniper. The rest is history. Now they are the second highest revenue generating hotel across the globe. Which are the properties you are currently working on? I am currently working on the following properties: Hyatt Regency Chennai, Hyatt Regency Lucknow, Hyatt Regency Guwahati, JW Marriot Bangalore, Grand Hyatt Delhi, Four Seasons Mumbai and Ashiana Lakhanpal Goa. We understand each house/ property has a vaastu of its own, but can you give our readers some broad tips? One must be sensitive towards the energy of the house, and if you make small changes it really helps improving the energy. Make the entrance more welcoming, it should be lighted, colorful. Keep your premises clutter free, as clutter brings in negativity. Add lots of green plants since it’s a good source of positive energy. As per your faith one can do any kind of chanting in the house to improve the overall energy. Light a diya in the evening at sun down.
GUEST COLUMN ASH GARG
GOING THE EXTRA MILE WITH IN-HOTEL SPAS In-hotel spas are becoming a strong focal point in the hotel industry and with the competition getting intense the spas need to go the extra mile.
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raditionally, hotels were seen as places merely for overnight stays. Gradually they started becoming destinations for meetings, functions and most importantly food and beverage. Of all the facilities and options a modern hotel of today provides, the option of spas is becoming quite a must especially for luxury hotels. A good spa can certainly bring the kind of value addition a customer might need in selecting a hotel. Moreover, spa is becoming an important revenue generating centre (after rooms and F&B) for hotels and resorts. The opportunity also exists in maximizing the revenues of any existing spas through in-house promotions, and creating awareness on spas. One should not discount the utility of spas for business travellers. A calm and relaxed mind can help you take better decisions, and keep you more focused throughout the day. If hotels can provide healthy breakfast options, and the best beds to make sure that a guest gets good sleep, a spa treatment to make sure that the guest is pampered is a must. Also, the programs and packages should be designed such that spas are profitable and also address the needs of the customer. A synergy to achieve all the above can come in place with proper planning, trainings, service standards, and proper integration of wellness into a roomnight purchase. It is just a matter of a few hotels taking the lead and creating the awareness and the rest will follow. If I am a corporate, and an option of free therapy is given along with the other amenities like Internet and good connectivity options, chances are that I will end up signing a deal with that hotel. Another opportunity that hotels have in order to distinguish themselves among the rest is through service standards. No wonder certain hotels like the Oberoi and the Marriott command prices not just for the
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If hotels can provide healthy breakfast options, and the best beds to make sure that a guest gets good sleep, a spa treatment to make sure that the guest is not just pampered but is also healed is a must.
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luxurious facilities they provide but also on amazing service standards and trainings they offer. After having travelled to numerous hotels all across the world, I sometimes see a lack of creativity in how the hotel or rooms are designed, or people are checked-in or greeted. A classic example that breaks this monotony is Park Hotel. Their designs are inspiring. Similarly, creativity in individuals with strict compliance of SOPs can lead to new experiences that customers would remember. There are several gaps between what the owners or operators of hotels want to achieve, and what the ambassadors or the people interacting with the customers end up doing. This is where holistic training becomes essential and the morale needs a boost. I remember seeing executives at Marriott hotels with a tag line on their badges, saying. “My answer is YES" to any question you ask. That is something which takes hospitality to the next level. Now, this attitude doesn't come with just money or the brand. This culture can be developed through a holistic approach that is possible at guest relations, front desk and spas. To summarize, there is a lot of crosslearning that both spas and hotels can provide to each other, and spas will be an integral part of hotels that will have an impact on customers’ decision in selecting a particular hotel. While infrastructure and facilities will be important, service standards and creativity will be the distinguishing factors in the creation of the best spas and hotels.
Ash Garg, is a Spa Consultant with Ziva Spa, a leading chain of spas and manages several world-class spas with hotels and resorts in India.
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DESIGN ANALYSIS
Showcasing the Vibrancy & Cultural Splendour of Rajasthan
Inspired by the architectural traditions of Rajasthan, the newly opened Devi Ratn in Jaipur run by Boutique Hotels India is a design marvel that promises to deliver a unique experience. 46 HOTELSCAPES August 2011
DESIGN ANALYSIS Restaurant terrace with a view of the Aravali mountains
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n operation since July 1, Devi Ratn is a hotel that is aligned to the culture and aesthetics of traditional Rajasthan but transcends it to form its own contemporary expression of 21st century India.
The Concept
ANUPAM PODDAR DIRECTOR, DEVI RESORTS
“In Devi Ratn we wanted to create a modern design statement, interpreting Rajasthan's vibrant culture of art, craft and architecture.”
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“Rajasthan brings to the mind a land of colour, vibrancy and cultural splendour and this is the source of inspiration of Devi Ratn,” explains Rajnish Sabharwal, President, Boutique Hotels. The creators of Devi Ratn in Jaipur thus looked inward for inspiration, keeping in line with the architectural traditions of the region while, at the same time, representing the spirit of modern Rajasthan. Devi Ratn takes its name from the ‘Nav Ratn’ nine pure gemstones that are said to focus the cosmic energy of an associated celestial body, ruled by a deity. Within the framework of the master plan and RCC structure, the brief given to the designer was to create a modern luxury hotel in Jaipur. The sculptural astronomical devices of Jantar Mantar made in the early 18th century were the
DESIGN ANALYSIS starting point for the architects' interpretation of modern Rajasthan.
The Elements One of the first and most striking impressions of the hotel is the bold colour scheme, its palette comprising the vibrant Nav Ratn colors-emerald green, ruby red, orange coral and yellow sapphire. And then there are the metallics-gold, silver and copper which give the project its unique colour coding. In the interior spaces, corresponding stones like Agra red, Bheslana marbles, sandstones and slates combine with hammered metal, leafing and mirror work to interpret the Nav Ratn. Most spaces are monochromatic with shades and tones of the same color. Integral to traditional Rajasthani architecture is the jali, a shading device. At Devi Ratn, the architects and decorators have designed jalis with
varying tessellations to respond to programmatic needs. The scale, density and porosity have been changed with reference to its context but its original hand carved nature remains. It hence becomes the skin of the entire project giving the facades much of their elegance. Prominent are the open spaces and sunlight filtered sandstone latticework. The architecture of the hotel combines lyrical spaces with bold forms. Domes and arches and towering structures in red sandstone are both imposing and inspiring.
The Execution Modern techniques of conception and production have helped to create contemporary patterns at Devi Ratn. Reminiscent of the past, each pattern combines the aesthetics of the present with the emotional values of the past and
The intricate red sandstone facade of the villa
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forms an eclectic language which has been used throughout the project ranging from the architectural scale of floors, walls, facades and jalis to the interiors and product details of accessories, cutlery and textiles. The reception is a distinctive space completely engulfed in a red stone jali and animated by the play of light and shade across its length. A monolithic white metal furniture piece operates as the waiting area for guests leaving the rest of the space free of clutter. The 63 suites are a celebration of textures, patterns, latticework and colour. Planned along crescent shaped streets at varying heights, each suite is ensured a view of the Aravali Mountains. Vibrant gemstone hues, unique black and white terrazzo flooring and traditional bay windows for seating, distinguish the spaces. The villas are set in an enclosed
DESIGN ANALYSIS
Black river stone finish and white marble sunken bath tub
courtyard, each with a private pool and Jacuzzi. The spacious interiors are crafted with intricate inlay, hammered metal surfaces and mirror work. As for the bathrooms, they have a black river-stone finish with a white marble sunken bath tub and a rain shower. The traditional neckpiece has been reinterpreted to form the modern necklace, which becomes the head board, study table and lighting pelmet in one type of suite. Embellished with traditional mirror-work, the necklace threads its way across the room uniting various elements and gives the suites its unique feel. The traditional temple box has been reinterpreted into a toy box; a playful storage device that houses hotel stationery, the mini bar and other amenities in the suite. The use of lenticular printing and 3 dimensional glass layering of traditional miniature paintings are distinctive, making the artwork integrate with the suite, thereby defining its personality. The Sila Conference Room is a white marble cube within a courtyard that exudes a sense of tranquility, openness and transparency. In the Chakra Bar, the use of lighting and a patterned mirror
ceiling induces movement and a sense of being amidst stars in space. Cast glass tiles simulate the rough cut crystal of yesteryear and create multiple reflections in the Upper Conference room. The effect is jewel-like, a luminous crystalline volume. While the Vajra Restaurant serving Asian and Continental cuisine has a silver and gold ambience, Jal, the poolside restaurant, has the iconic pattern of the Amer fort wall transposed on its glass façade. The pattern articulates the façade creating visual layering, transparency, and luminosity even as it reflects the blue waters of the pool. Further, traditional leheriya textile patterns have been reinterpreted to create inlay stone carpets and in situ floors. By varying the spacing and thickness, changes in scale and perception are created. And, finally, making the resort a spa destination is the 20,000 sq.ft. Devi Spa by L’Occitane, a quiet and meditative place of rejuvenation.
Faces behind the project Devi Ratn’s architect and interior designer is Pronit Nath (GD-ARCH,
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Mumbai/Architectural Association London/RIBA-2), who heads Urban Studio, a young architectural practice based in Mumbai, which was set up in 2003. It is an office of young crossdisciplinary architects who operate as a collective collaborative of expertises. Among the different fields of interests that influence his approach towards architecture and interior design are the new sciences, information technology, artificial intelligence, infrastructural systems and the contemporary city. It's a luxurious experience, similar to that of the erstwhile rulers of Jaipur, interwoven with modern-day comforts. That’s the experience that Lekha Poddar and Anupam have created in the Devi Resorts; Devi Ratn being one of them.“We offer an exclusive experience of tasteful luxury in a modern Indian context,” says Anupam Poddar. According to him, a hotel in any part of the world can have only one redeeming and distinguishing feature-its relevance and respect to the local ethos. In Devi Ratn, the group has managed to convey the culture of the region, thus setting the bar high for hotel design in India. – ESTHER WILLIAMS
NEW BRAND ON THE SCENE
Fresh and stylish interiors
Peppermint Hotels: A Trendy Budget Hotel Brand In a market segment, that is seeing increasing competition from international giants, homegrown brand Peppermint Hotels seeks to establish itself as a young, dynamic yet affordable chain. What is the brand all about and how does it plan to break the clutter? We find out...
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ou have to be radically different if you aim to stand out in a location like Gurgaon. It is after all a hub of hotels in all segments from branded to non-branded and from luxury to economy hotels. Peppermint Hotels aims to break the clutter with its “refreshing� approach. High on design, this budget boutique brand wants to create a niche in offering an affordable place to stay that is modish enough to please young travellers.
The Beginning The trendy hotel chain set up by Arjun Baljee is a 100 per cent subsidiary of the Bangalore-based Royal Orchid Hotels, run by his family. It was started in 2008 with an initial investment of Rs 5 crore raised from family and friends.The first Peppermint hotel came up in Gurgaon in 2010.
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NEW BRAND ON THE SCENE Branding & Positioning Why would a hotel be called Peppermint? “Because it is young, fresh and fundamentally fun. It is different,” pat comes the reply from Arjun Baljee, Founder & Director, Peppermint Hotels. Explaining the thought behind the name he adds, “To establish a brand in India you have to have a name that is understood by all yet is seemingly international. Even a child knows what Peppermint means. It connotes being fresh, fun and young. That is exactly what our hotels stand for.” Walk into a Peppermint hotel and you'd know what Arjun is talking about. From colours and furnishings to elements like a vending machine and retail area, the approach does seem fresh. It is positioned in the mid market segment that targets the price-conscious yet technology- and quality-savvy new Indian traveller. The group is eyeing the growing mid-market segment. “The number of young and middle-class travellers is fast increasing. Of the over 300 million middle class population, about 180-million will have the capacity to spend on travel and tourism over the
ARJUN BALJEE FOUNDER AND DIRECTOR PEPPERMINT HOTELS
The number of young and middleclass travellers is fast increasing. Of the over 300 million middle class population, about 180-million will have the capacity to spend on travel and tourism over the next few years. We are aiming to tap this segment.
MingSingh offers Indo-Oriental delicacies
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NEW BRAND ON THE SCENE next few years. We are aiming to tap this segment,” says Baljee.
Business Model The group works on an asset light model. The rooms would range from 40120 depending on the proposition of land and location. The group is not adamant to have ‘exactly same hotels’ everywhere. It wants to be locally relevant. The design will be adapted according to the location available and demand of the market.“International chains ensure all the properties of a brand are exactly the same. They are of the view that their guests should have exactly the same experience in any of the properties. In India, that may not be possible. The land costs are so high that one may not be able to afford replicating a model in the desired locations. Our model is to get the best of locations and adapt the hotel there according to the available property. So our model is very
sale which confirm that. Talking about the idea of the retail area, Gareema Gautam, General Manager of the Gurgaon hotel says, “We want our guests to have fun. We have tied-up with Happily Unmarried to place their fun and trendy items that can be gifted. We have an alliance with Lavazza, so guests can buy loose coffee pods, and pick and create their favourite flavours.” Peppermint plans to equip its staff with tablets similar to iPads, developed specifically for the chain. The device will enable staff to perform functions such as check-in, check-out, inventory management and guest ordering, on the move. The technology, developed by IDS, will be rolled out in 10 Peppermint hotels in the next one year. “Introduction of such technology might be expensive initially. But there are long-term benefits. There'd be increased mobility for hotel staff, improved The decor suits the young business traveller
agile and flexible,” asserts Baljee. This means all Peppermint Hotels offer the same service and product across the country. However, there are certain design changes to cater to the needs of the local micro-market.
productivity which will result in better service,” says Baljee talking passionately about technology. In a limited amount of space, the hotel gives its customers all the essentials of a 3-star with room rates Rs 5500 onwards.
USP of the hotel
Expansion Plans
Peppermint Hotels’ USP lies in its trendy appeal for the youth at a reasonable price. There are several small yet stylish elements that will please the sensibilities of a modern day, young business traveller. There are things like ipod dock in the rooms, a vending machine with items one tends to forget (shampoo, conditioner, shaving cream), and a retail area with quirky items on
The group wants to have only small hotels.“The largest we are developing so far is 120-keys Bengaluru hotel; others are about 40-46 keys. We intend to remain in that space,” says Baljee. While it will remain a small hotel, there are two other brands that the group will soon launch. ‘Candy by Peppermint’ will operate in the segment a notch below Peppermint Hotels with room
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tariffs about Rs 2400 onwards (depending on demand and location). The hotels under this brand name will open soon in Bangalore, New Delhi, Jodhpur, Goa, Jaipur & Ahmedabad. There will be yet another brand, unnamed so far, in the category above the existing hotels. It is essentially eyeing tier I and some tier II cities for expansion to launch 20 hotels by the end of 2012. The group already has a national portfolio that is set to expand rapidly. Currently, it has 3 operational hotels and 7 under development in cities like Baroda, Kumarakom, Pune, Bengaluru and Goa. This means it will have 10 by the end of this year. The company is reportedly looking at investments of around Rs 100 crore by the end of next year. It is said to be in talks with a slew of private equity investors to get the funding. "As of now we are internally funded, through promoters and partners for each project. Going forward we will need funds to achieve our targets," says Baljee.
Competitors & Strategy In the segment where the group is operating there is immense competition from myriad of local as well as international brands. The budget and mid-market segment is seeing a lot of excitement with increasing demand. Experts believe the segments have tremendous opportunity for setting the trend in the country. Many leading international budget hotel chains have also been proactive in drawing up plans to debut in India to meet the opportunity. According to a study by HVS, around 20 per cent of the proposed supply of 95,000 rooms in the country is in the budget segment. With comfortable, clean accommodation and convenient service at an inexpensive price, value-priced hotels with limited frills are becoming increasingly popular. In that scenario, there is intense competition for a brand like Peppermint. “We are competing with brands like Ibis, Sarovar Portico, Country Inn & Suites, Lemon Tree etc.We are not competing with the Marriotts of the world. Our competition is with the local mom & pop hotels that have cracked the local market. We want to be locally relevant,” informs Baljee. “Having said that, I feel there aren’t many that will appeal to the youth. Peppermint will fill in that gap,” proclaims BY PURVA BHATIA Baljee.
NEW ENTRANT ONE ON ONE
Premier Inn, Shalimar Bagh targets 40% occupancy in the first year HOTELSCAPES speaks to GK Singh, GM of the hotel about the brand’s second property, its location and the brand...
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his is Premier Inn’s second property in the country. Why did the brand choose to be in Shalimar Bagh and not in any other popular location? There is a huge demand for cost-effective, good quality rooms from both corporate and leisure travellers in North India and we believe that this hotel will meet these needs. If you look at the other best options in the capital city, the
Whitbread to invest 535 crore in India by 2020 UK-based hospitality firm Whitbread recently announced that it will invest over Rs 535 crore in India by 2020 to fund its hotels business in the country. The company, which currently owns and runs two Premier Inn hotels in India has plans to operate over 80 properties here in the next ten years. The properties at Mumbai, Goa, Chennai and Pune are currently being developed or are in the process of being acquired and are likely to be operational only after 2013. Premier Inn Pvt Ltd is a wholly-owned subsidiary of Whitbread Plc. The company recently launched the 143-room Premier Inn in the Capital, its second property in India after Bangalore.
real estate prices are quite high there. Also, most of these markets especially South Delhi are getting saturated. Shalimar Bagh is exposed to the hub of industries, so we’ll attract the MICE market. We’ll also get the leisure crowd. When we opened the hotel we expected the ratio between business and leisure visitors to be 65:35. Interestingly, it is the opposite as there is a lot of demand for wedding guests stays. How is the hotel business in this area? Who are your competitors? The best thing about this location is that we don’t have any competition here. Premier Inn is the first international branded property in this area. We are confident that it will work in our favour. What are your expectations in terms of occupancy and revenue from this property? Given the market demand in this location, we expect the occupancy to be around 35-40% for the first year. Our F&B space is quite strong. So we are expecting decent revenue generation from that space. We hope to break-even in the next 7-8 years. What is the business model for the group? Our initial plan was to work on a company-owned and operated model for all the properties. But recently, we have decided to work on management contracts as well. This property, however, is owned by us. What does a typical Premier Inn look like? Whether in Bangalore, Shalimar Bagh or London, Premier Inn is based on the same model. Room numbers and sizes may differ. This hotel features 143 air conditioned rooms, a multi cuisine restaurant (Linx) and bar, called 87. Each bedroom caters to two adults and two children (aged 15 and under) and includes an en-suite bathroom and other amenities. Also, there is a Costa Coffee outlet. (Costa Coffee is also owned by Whitbread Plc, the group that owns Premier Inn.) What is the USP of Premier Inn? We ensure our guests have a good value for money experience. For instance, all rooms feature a Hypnos bed which has a reputation for making the most comfortable beds in the world. We offer a money back guarantee if our guest does not enjoy a good night is sleep! Then, we charge on a room basis and not on an occupancy basis. So it’s very ‘family friendly’; we not only offer rooms at the same price irrespective of the number of people in the room but also provide a free breakfast for up to 2 children under the age of 15. So, for us customer comfort and service are the key distinguishers from others in the space. What is the current room tariff at the hotel? Rooms are tagged at Rs 5,500 per night. There is no extra charge for double occupancy. – PURVA BHATIA
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MAKEOVER IN ACTION
Nirula’s Ushers the Big Makeover Delhi’s original fast-food chain, Nirula’s recently revamped its menu and format. Will the new strategy help the once iconic brand fight with its competitors who have been eating into its share? Purva Bhatia finds out.
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t a time when ‘fast food’ just meant tandooris and tikkis, Nirula’s spelt novelty. It became the byword for an evening out for Delhiites, for lovers to meet, for college students to ‘hangout’ and even for business meets. It was this oldest fast food chain in the country that introduced people to burgers and led the way for the Big Macs and Pizza Huts of the world to see the golden opportunity the Indian market represented. Over 75 years later, consumers have become younger, hungrier for food outside home with disposable incomes more than ever before. To keep up with the changing face of the Indian consumer, it is inevitable for a brand to give itself a makeover rather a constant makeover.
Rebranding Nirula’s
Samir Kuckreja launching the new identity
One of the outlets in Defence Colony just got a makeover. It has been revamped to give it a “renewed and supremely cool” look. It’s not just the look of the restaurant that has changed. There’s a whole new brand identity and positioning that Nirula’s has just got. It will now offer beer and wine as well. It also gets pastas, gourmet burgers and new pizzas along with the popular old menu including Hot Chocolate Fudge and the Big Boy Burger. The move seems to be perfectly in sync with the changing times and changing demands of consumers. Speaking to Hotelscapes about the ‘revolutionized’ Nirula’s, Samir Kuckreja, CEO and MD, Nirula’s says, “The consumer base is expanding, the propensity to spend is increasing and national as well as regional brands have upped their game in terms of food and service quality to meaningfully compete with domestic as well as international brands. This new look is in response to the changing demands and preferences of the young adults of today.”
Strengths An old name in the food and hospitality industry ● Strong presence in Northern India especially in NCR
Weaknesses ● ●
A weak brand differentiation Unclear product positioning
Ownership ● Nirula’s Corner House Private Limited was owned by cousins Deepak and Lalit Nirula till 2006 when it saw 100% acquisition by Samir Kuckreja and Malaysia-based Navis Capital Partners.
Eyeing Casual Dining The brand plans to convert some of its existing quick service restaurant (QSR) format outlets into the new bigger and revamped casual dining restaurants. Nirula’s also operates five casual dining outlets called Nirula’s Potpourri in Delhi NCR. Nirula’s is not the first to shift from QSR space to a casual dining format. Pizza Hut underwent a revamp in 2008 when it changed its positioning. As a part of its global reimaging exercise it aimed to reorganize the restaurants on the lines of premium Parisian cafes. It is now expanding through large format outlets. “There has been a shift in consumer demands and preferences with a distinct change in the tastes, habits and lifestyles of our target group aged 18-35. Besides variety in food, customers are looking for good service and contemporary ambience. With the increase in the eating out incidence, the “affordable” casual dining segment becomes an attractive option.” There clearly is a growing appetite for casual dining space in India. The demand comes with higher disposable incomes and changing eating out habits. And that is what
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MAKEOVER IN ACTION Nirula’s is not betting on. “Nirula’s has been a strong name in the QSR segment with a customer spending up to Rs 250 on an average at our restaurants.With the new concept, we are targeting customers who spend around Rs 1,000 per head in a casual dining environment,” says Kuckreja.
Nirula’s Businesses ☛ Pastry Shop ☛ Ice Cream Kiosks ☛ Hotels ☛ Potpourri ☛ Pegasus Bar ☛ Family style restaurants
The Problem of Plenty Nirula’s had a monopoly for almost a decade because of its sheer positioning. But the brand could not capitalize on its first-mover advantage and lost ground over the years. UK-based joint Wimpy’s came into the country in 1990. It did not pose much of a threat to Nirula’s because of a lack of variety that Nirula’s offered. Also, it was considered more of a youngsters’’ hang-out place rather than an eatery for the family. However, in the 90s there came a drastic change in the market with the coming of international giants like Pizza Hut, Mc Donalds, Baskin Robbins, etc. Besides these several foreign and Indian fast food chains offering, a range of specialty restaurants such as Chinese, Mexican, French, and Italian etc made the market competitive. Nirula’s started losing its market share.
Nirula’s new fine-dining format
The basic problem was a weak product differentiation while its competitors had clear brand identity. Fast food is a highly segmented industry with strong brands in every segment like KFC for chicken, Pizza Hut or Dominos for pizzas, Mc Donalds for burgers, Barista for coffee, Basking Robbins for ice-creams etc. Nirula’s has been competing with all.
The Road Ahead Experts in the industry have always opined that Nirula’s needs differentiated product more than a focus on improving their network. The company, however, feels that is where its strength lies. “The
biggest strength for Nirula’s lies in the variety that it offers its customers across various product categories. Our customers love the fact that we offer them unique “desi” fast food that delights their taste buds. They also love the fact that a group of friends/family can each enjoy something different at Nirula’s because of its wide range,” says Kuckreja. The ‘new look Nirula’s’ is expected to strengthen that.’ “Our concept offers casual dining in a contemporary ambience at great prices. The restaurant would be a “great value for money” proposition for our consumers,” he adds. Besides Family Style and Casual Dining Restaurants, Nirula’s now also has more compact formats which range from between 100 to 400 sq. feet and are perfectly tailored to fit high traffic locations. These formats include express outlets, fuel station units and ice-cream kiosks. Nirula’s is also looking to get a bigger slice with its new retail formats that are located primarily in malls, transit locations, highways and large commercial complexes making the brand more accessible for consumers.
Expansion Plans
SAMIR KUCKREJA CEO AND MD NIRULA’S
The consumer base is expanding, the propensity to spend is increasing and national as well as regional brands have upped their game in terms of food and service quality to meaningfully compete with domestic as well as international brands. This new look is in response to the changing demands and preferences of the young adults of today.
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Nirula’s currently operates about 85 outlets (company owned and franchised) in 8 cities across Delhi, Uttar Pradesh, Uttaranchal, Haryana, Madhya Pradesh, Maharashtra and Punjab. It plans to expand with 50 new outlets in 7 new cities in India in the next one year. The company is planning to take the total count of outlets to 150 by the end of 2012. “We have plans to enter six new cities and expand presence by setting up 50 new Nirula’s outlets with an investment of up to Rs 15 crore, a combination of company’s funds and franchisees’ money,”says Kuckreja. “Apart from new cities, we are also largely looking at expanding further in the NCR region through smaller formats like kiosks at metro stations, outlets at railway stations, hospitals and educational institutes,” he adds. – PURVA BHATIA
EYE-CATCHING
How a Hotel can Translate an Arabian Fantasy into Reality
Dubai is famous for building hotels that break new frontiers Typically, hotel developments in Dubai are known to establish new frontiers in luxury, create new bench marks in design and development. Literally, over a dozen recent developments have done this. Burj Al Arab is one such example. 56 HOTELSCAPES August 2011
EYE-CATCHING
Guest rooms fit for royalty
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ith reception desks on every floor, rain showers and Jacuzzis in every suite, a Rolls-Royce fleet, butlers on call around the clock and dining under the sea and stars, Burj Al Arab is easily the most opulent hotel in the world. Here's why it has attracted international attention and awe: A short distance from the shores of the Jumeirah beach, Burj Al Arab Resort comprises 321 metres of architecture that has been designed to resemble a billowing sail, dominating Dubai’s skyline. At night it is illuminated by spectacular choreographed lighting representing water and fire, making the impressive structure one of most photographed structures of the world. The resort boasts of the ultimate in Arabian hospitality, equipped with 202 spacious duplex suites ranging from 170 to 780 square metres; six award winning signature restaurants; world class conference and banqueting venues; helicopter transfers and scenic tours and more. What perhaps makes the Burj Al Arab experience even more special is the attention to detail of every possible service a guest may require. For instance, a private shopper will help you find those little treasures whilst you experience an oriental massage at the Assawan Spa and Health Club. The iconic resort is a masterpiece of contemporary architecture, its interior design comprising lavish materials and vibrant colours reminiscent of contemporary Arabian fantasy. The moment guests enter their room, their butler asks if they would require assistance unpacking and there follows a luxurious experience where every need is anticipated. Guests at the resort which is considered the world’s most luxurious hotel have
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An environment of spectacular elegance
Dining under the sea
Burj Al Arab has attracted international attention and awe for its opulence. ☛ reception desks on every floor ☛ rain showers and Jacuzzis in every suite ☛ a Rolls-Royce fleet ☛ butlers on call around the clock ☛ Dining under the sea and stars access to the Wild Wadi waterpark for watersports and desert activities with hot air balloon safaris, cultural and scenic excursions, helicopter tours, horse riding, polo and so on.
THE F&B STORY
The famous Dal Bukhara
Bukhara’s speciality: Barrah Kabab
All time favourite: Murgh Malai Kabab
Open kitchen at Bukhara
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THE F&B STORY
BUKHARA The recipe for success What does it take to build a restaurant in a hotel that not only matches up to the cachet of the hotel but becomes a brand rather an icon in itself? And why is such a culinary brand important for a hotel?
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ow valuable can having a path-breaking restaurant in a hotel be? ITC Maurya knows it the best. You’d obviously know it when President (Bill Clinton) of the most powerful economy says he wished he had two stomachs when he ate there! Or when years later the same country’s President (Obama) chooses to stay at the hotel just because of the food served at the restaurant or when someone like the Sultan of Brunei expresses his desire to wheel the restaurant into his own country. In an era where restaurants are mushrooming in every nook and corner every day and several dying silent deaths, Bukhara has stood the test of time.
DIPAK HAKSAR CEO, ITC HOTELS
Iconic restaurants are the result of many years of equity that they build up since their inception. A restaurant where the menu, decor and service design have remained consistent through the years, Bukhara is a living example of the strength of an icon. Changing decor and menu is not necessarily a recipe to success. For the past 30 years, Bukhara has not changed. It stands strong, welcoming its loyal patronage every day. The consistency in delivery comes from keeping all the touchpoints of its journey consistent, be it the supply chain, decor, service style or the recipes.
Consistency: The Key Ingredient What is it about Bukhara that makes it so desirable among the most prominent people of the world? The key ingredient for this brand has been its consistency. “Iconic restaurants are the result of many years of equity that they build up since their inception. A restaurant where the menu, decor and service design have remained consistent through the years, Bukhara is a living example of the strength of an icon,” says Dipak Haksar, Chief Operating Officer, ITC Luxury Collection & WelcomHotels. As a diner in 1977 when the restaurant was set up or as one today in 2011, you will not notice any change. The stone walls, wooden pillars, dark wood beams, copper urns, cushion-covered stools, red rugs and the missing cutlery – all remain the same. Even the supply
line for the restaurant remains unchanged through the years. “Using the freshest and best possible prawns, meats and vegetables as ingredients, our talented Chefs have perfected the creation of every item on the menu to a fine art. The Bukhara menu was designed to appeal to all the senses and has remained unchanged from the time the restaurant opened,” equips
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Haksar. Developed by the late Master Chef Mandanlal Jaiswal, the menu engraved into wood hasn’t changed at all and perhaps was never meant to be. Low on Quantity; High on Quality When talking about Bukhara, you don’t really talk about the menu. It is the most limited bill or fare you can get in a high-end restaurant. However, it is the unchanged quality of food that has created a royal fan
THE F&B STORY base. It takes an uncompromising chef to maintain the standards. With Bukhara ever since its inception, Chef JP Singh is a perfectionist who believes it is precision that ensures quality. He tells us passionately about his obsession with the specifics: “The jumbo prawns that we use weigh between 80 grams to 120 grams. I ensure the exact weight. I would reject it even if it was 78 or 79 grams!”
Delectable Cuisine Bukhara serves you the cuisine of the Northwest Frontier, now the border between Pakistan and Afghanistan. It is credited for playing a major role in exposing a section of North Indian cuisine to the world. It was, in fact, one of the first entrants in that kind of cuisine. The waiters too wear the same distinctive Pathan suits, jackets embellished with gold braid and Peshawri sandals on their feet to add to the feel.
A meat lover is spoiled for choice when at Bukhara. From Murgh Malai Kebab and the tender Sikandari Raan (marinated leg of lamb) to Murgh Tandoori and Burra Kebab, all the delicacies are marinated and grilled to perfection. A vegetarian is bound to be disappointed with limited choices in an already limited menu. But then, you don’t go to Bukhara looking for a wide variety. As Chef Singh puts it,“People come here for the taste. Our loyal customers visit us again and again to experience the same delicious flavor they did the last time they came here.” The grilled vegetarian platter comprises cottage cheese, bell peppers, tomatoes & pineapple; then there are Tandoori Aloo, Cauliflower and Bell Peppers. Breads included Stuffed Kulchas, Naans and Khasta Rotis. Then of course, there is the famous Dal Bukhara, which
Former President Clinton at Bukhara
The Genesis The iconic Bukhara was created as one of the food and beverage outlets at Maurya, when it was launched in 1977. Planned originally as a tiny 40 – cover eatery, Bukhara had to be entered through Maurya’s coffee shop. When customers began crowding the coffee shop while waiting for a table at Bukhara, it became apparent that the restaurant needed to be enlarged. So much so, that within 6 months, a separate entrance was created and its capacity doubled. As Bukhara’s fame grew, it became necessary to add yet another section, with an additional 30 covers.
itself has become a brand within a brand. ITC got the pulse right, literally! The company has cashed-in on the success of this ‘hero of the menu’ by introducing a ready-to-eat pack of the same.’ “Bukhara was one of the first restaurants in India to incorporate the ‘show kitchen’ concept and a major attraction is the open kitchen where kebabs of all varieties and vegetables hung on skewers, make a splendid backdrop for the busy chefs. Guests continue to be intrigued and suitably awed by the huge ‘Family Naans’ and the enormous copper vessel in which the ‘Dal Bukhara’ simmers for 18 hours before being served,” says Haksar.
Right Ambience “While the décor was certainly a deciding factor, what made Bukhara truly different from other eating establishments, was the fact that silverware had been dispensed with
Celebrity Visits The unending list of celebrity Bukhara fans includes: Mick Jagger, Carlos Menem, Fernando H. Cardoso, Bill Clinton, Tony Blair, Vladamir Putin, Ronn Moss, Portuguese President H.E. Anibal Cavaco Silva, Australian Cricket team, Portuguese President H.E. Anibal Cavaco Silva with wife Maria, Ronn Moss, Ms.Cherie Blair, Malaysian Prez.MD Mahathir, H.E. Mr. Felipe Calderon Hinojosa – President of Mexico, H.E. Mr. Konstandinos Karamanlis Prime Minister of Greece, Mr. Seellapan Rama Nathan – Pres Singapore, Sachin Tendulkar, MS Dhoni, Dr. Shashi Tharoor, Vijay Amritraj, US – Secretary of the State Ms. Hillary Clinton...
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Bukhara enjoys a royal and loyal clientele
altogether and guests had to eat with their fingers, protecting their clothes with checked aprons,” recalls Haksar. When at Bukhara, you don’t eat with forks and knives. In contrast, to the ‘highend, upper-scale’ positioning, you sit on cushioned stools, tie an apron around and enjoy the delicacies with your hands the desi way. It is authentic in that sense for having uncomfortable small wooden stools and undersized tables. Bukhara fans would not have it any other way. “ITC Hotels had decided that the decor should reflect the rustic ambience of the region where the cuisine originated. This bold approach at a time when ethnicity was comparatively unknown at five star hotels became an instant hit,” Haksar puts in the picture. “We want our customers to enjoy the juicy kebabs completely. It is with hands and not with cutlery that you can really enjoy your kebabs,” says the chef. “Our international customers like eating that way. It’s sometimes the Indian visitors who insist on using the knives and forks,” laughs Singh.’ That reminds the chef of the time when Clinton visited Bukhara:“He was so meticulous in having the food with his
hands Dal is something we usually have with breads but he couldn’t figure out how to scoop it without the bread yet kept trying to eat it with his fingers!”
No Branch; No Marketing Gimmicks Marketing and promotions are key essentials for a brand to gain recognition and once that is achieved, expansion is the next move. Bukhara has gone for neither of them. For an icon that Bukhara is today, one wonders why there are no other Bukharas or other branches in the country. Spreading across the country could give it a bigger boost in terms of revenue. “For the exclusivity and to maintain the uniqueness of the brand,” enunciates Haksar. You’d not find any special offers, a festival or any promotional activities at Bukhara. It doesn’t need to, says Haksar. There is no ‘off-season’ for the restaurant as in hotels. It does well through the year owing to its varied and loyal client base. On an average the restaurant caters to 350-400 covers daily with Sunday brunch time seeing the maximum crowd. “It will not be an exaggeration to say conference groups that may have meetings planned in other metro cities
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Accolades Winner of innumerable awards, Bukhara has featured prominently in international media through the years. ‘Newsweek’ featured Bukhara as far back as 1988, ‘Time’ voted the restaurant as India’s best and ‘Restaurant’ has repeatedly listed Bukhara as among the best for Indian cuisine. US magazine’‘Hotels’ has included it among the top 10 hotel restaurants in the world, while the ‘Meile Guide’ includes Bukhara among Asia’s top 20 restaurants.
like Mumbai, keep one evening free to fly down to Delhi, eat at Bukhara at ITC Maurya and take the night flight back! That is the magic of Bukhara, hence any promotions or marketing gimmicks are not required to sustain Bukhara’s popularity...The biggest festival any restaurant can have is the unending celebration of a stream of loyal guests and we are honoured to receive this support,” says Haksar with pride. Bukhara is truly a bastion of fine quality to those who can afford it. Moreover, it is an example, for its peers, of getting the blend right. – PURVA BHATIA
HOTEL CSR
CSR: An integral part of Lemon Tree’s growth Opportunities in the mid-segment whet the appetite of the nine-year-old group even as it lures customers away from the luxury segments
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hen Patu Keswani launched the Lemon Tree group in 2002, the idea was to come up with midsegment hotels. It was a strange scenario: there were luxury hotels and a crowd at the bottom of the pyramid, with hardly anything to pass off as the mid-segment. The sector resembled an hourglass. Attracted by the hourglass figure, the company established a 50-room property at Udyog Vihar in Gurgaon. It hoped to draw customers from five-star hotels as well as guest/rest houses. “We got around one-third of our customers from the luxury segment and the rest from the properties that were cheaper
than ours,” said Rahul Pandit, President and Chief Operating Officer, Lemon Tree Hotels Pvt Ltd. Then they opened another hotel, with a lounge and a resto-bar to the property. “The result was that the ratio reversed with us getting more guests from five-star hotels,” he said.“In the third property, all customers were from deluxe hotels.”
Preparing for quantum jump With 17 properties across 12 cities, the fourth largest group by asset ownership aspires to become the largest one in five years, as Pandit said:“We have identified 54 locations for Lemon Tree and 148 for Red Fox, which is our economy segment brand.”
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Figures show the huge opportunities that exist in the sector in India, he said. Talking numbers, he pointed out that globally, there are 20 million hotel rooms, about 5.5 million being in the US alone. India, which has about four times more population than that of the US, has just 1,37,000 rooms. “The US has 180 rooms per 10,000 people, the global average is 28, while our number is just 1. So, we have a great deal of catching up to do,” Pandit said. The conditions, he said, favors their growth. Globally, for every deluxe hotel room, there are three upscale, five midscale, and seven economy rooms. In our country, however, about half the hotels
HOTEL CSR in the organized sector are in the deluxe segment. Which means the potential for mid-segment growth is immense.
Relaxing destination criteria Earlier, there were two criteria for choosing a destination: it must have airconnectivity for Lemon Tree, broad gauge for Red Fox and a population of one million.“But, later, we realized that there were towns, primarily pilgrimages, which get a lot of visitors but did not meet our criteria. So, we have decided not to be rigid with the criteria. The properties we plan in religious cities will be vegetarian and non-alcoholic.” The Rs 300-crore group has ambitious plans in every respect: it wants to double the top-line in two years; it wants to increase the number of its rooms from the current 1,900 to 28,000 by 2020; it wants to get listed in two years.
RAHUL PANDIT PRESIDENT AND CHIEF OPERATING OFFICER, LEMON TREE HOTELS PVT. LTD.
There are 75 million differently-abled people in India. As many as 12 million are deaf and dumb. When we, as a group, thought of doing something for the society, we veered towards the view that this human potential should be utilized in a meaningful way.
Uphill task It is an uphill task. The biggest challenge is affordable real estate, he said. “The realty regime is such that a businessman finds the deluxe segment more lucrative than any other. It is true for
A commitment to support the differently-abled The mid-segment group employs differently-abled people For Lemon Tree, charity begins at hotel. And corporate social responsibility (CSR) is not an extraneous activity to be flaunted in the media but very much part and parcel of the business strategy. Currently, the hospitality group employs 103 differently-abled employees across 17 properties – that is, 5 percent of the employee strength. “We intend to increase this to 10 percent by 2012-2013, or to about 300 employees,” said Rahul Pandit, President and Chief Operating Officer, Lemon Tree Hotels Pvt Ltd. In the beginning To begin with, they were employed in back of the house – housekeeping, laundry, kitchen, gardening, etc. “But now, we are also deputing them on the front, for instance, as associates in our restaurants.” So, how do they communicate with the customers at the restaurant? “We’ve numbered the items on the menu. A slip is given to the customers by the associates, requesting them to mark the item numbers of the dishes ordered,” he said.
Luckily, the mid-segment hotel group has found good support from its customers. Low attrition level An unintended consequence is the extremely low attrition level of this group. “Once they get acclimatized, they stay with us,” he said. Founded in September 2002 by Patu Keswani, the New Delhi-based company is one of India’s fastest growing hotel companies. In order to achieve its commitment to support the differentlyabled, Lemon Tree Hotels works closely with various organizations. Thinking outside the box In December 2010, Lemon Tree Hotels was bestowed with the prestigious NCPEDP-Shell Helen Keller Award for their belief in equal rights and providing gainful employment to persons with disabilities. Recruiting differently-abled people also helps the group to meet the challenge manpower crunch poses to the hospitality sector. Lemon Tree Hotels is targeting places which are often out of the radar for the industry. The North-East is one such region.
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builders who keep coming up with premium accommodations. Hoteliers, too, eye the top-end market.” Bureaucratic hassles are no less bothersome. As many as 70 clearances are required from the Central, state, and local authorities, Pandit said. All this costs a lot of time, energy, and money. Then there is also the problem of manpower crunch that the hospitality sector is facing. The Lemon Tree group employs 103 differently-abled employees-that is, 5 percent of the employee strength. “We intend to increase this to 10 percent by 2012-2013, or to about 300 employees," he said. "We have access to this pool which our competition does not have.” Has rapid expansion adversely affected the operations, the quality of service, etc? Pandit answered in the negative, buttressing his assertion by the ‘excellent’ rating TripAdvisor gave to his group.“Further, we get 40 percent repeat customers.” He is confident that growth has not caused any stress in quality and will not in the future. – RAVI SHANKER KAPOOR
GUEST COLUMN CHANNI PANTAL
REMEMBERING MY DAYS WITH HOTEL LEGENDS A hotelier reminisces his career and his association with the doyens like Rai Bahadur M.S. Oberoi and Ajit Haksar
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aving spent five decades in the hospitality industry, it’s time to look back and recall the events that shaped my life and have been etched on my memory. I was picked up by Rai Bahadur M.S. Oberoi while I was at St Stephens. The salary I began with, Rs 1,100/-, was higher than that of IFS and IAS entrants, which was Rs 350/-. He pointed this fact out for me. That was 1960. I went for a three-year hotel management course to Salzburg in Austria. I returned to India in 1965 after working in leading hotels in Europe and America. The first job in India was at Oberoi Intercontinental as Assistant Manager (1965-1970). I was promoted as Manager at Oberoi Maidens, Delhi (1970-1972). In 1972, I shifted to Oberoi Palace, Srinagar. The Rai Bahadur would come to spend two months (May and June) every year at Srinagar. It is during this period that I received the best training. He would discuss with me the company affairs, postings, promotions, etc. He would even ask me for my opinion and, in many cases, agreed with me, much to the annoyance of the head office in Delhi. Once I pointed out that Indians could be just Managers of Oberoi hotels, whereas foreigners were designated as General Managers. I got lucky, and was designated as General Manager.
Unforgettable incidents I will highlight some instances at Srinagar Oberoi which are very vivid in my memory. 1. Two big names of South Indian cinema, M.G. Ramachandran and Shivaji Ganesan, wanted presidential suites during the same period, while there was only one available. I had to break a few walls to make another presidential suite, managing to make both very happy. 2. An excise official used to frequent the hotel bar along with his cronies; obviously, he wouldn’t pay. Once, I mentioned this to former
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Rai Bahadur would come to spend two months (May and June) every year at Srinagar. It is during this period that I received the best training. He would discuss with me the company affairs, postings, promotions, etc.
”
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Chief Minister Sheikh Abdullah who was always keen to promote tourism. The result: the official was transferred to Leh. After that, no official bothered me at the hotel. 3. A very senior actress once walked naked from one side of the garden to the other at midnight because of a bet with somebody. Imagine the furor! 4. A brigade commander landed his chopper on the premises to give a joy ride to one of the actresses. Luckily, she was out shooting. So, no further damage was done. 5. Dev Anand was shooting at Dal Lake. The wife of one of our local friends was very interested in meeting him. I told her to come to the bar at 7 p.m. as Dev Sahib had invited some guests. She came one hour late to the bar. I was sitting next to Dev Sahib but she did not see him in her hurry and said,“Sorry, as that damn man Dev Anand was shooting near the hotel, the police would not let me in.” To this, Dev Sahib got up and apologized and asked her to have a drink. She got such a shock that she immediately ran out of the bar. About 30 films were shot in the hotel during 1972-1976 by, among others, B.R. Chopra,Yash Chopra, and J. Omprakash with stars like Amitabh Bachchan, Rajesh Khanna, Dharmendra, Shashi Kapoor, Rishi Kapoor, Mumtaz, and Praveen Babi.
Guest is the king A few words about the Rai Bahadur. He was a very keen observer. Guest satisfaction was his passion; all comment forms by guests of Oberoi hotels used to go to him and he would answer the guests personally. He maintained that “Guest is the king,” which was the success mantra of the Grand Old Man of Indian hospitality. When Mumbai Oberoi opened in the 1970s, he was personally supervising the room service for days. He did the same later at the Windsor in Melbourne, where he parked himself for more than six months to overcome the problems of a new unit.
The Oberoi Palace, Srinagar (now The Lalit Grand Palace): Pantal’s training ground
While in Srinagar, I came in contact with former ITC Chairman Ajit Haksar, who used to come very often to Srinagar to deliver a lecture for the All India Management Association. ITC was getting into hotels and, after seeing me operate the Oberoi Palace, he offered me the designation of General Manager, Mughal at Sheraton Agra. I accepted it as it was lucrative with many perks. The hotel immediately became a market leader, and I played host to many Presidents and Prime Ministers who were guests of the Government of India. I remember in 1979, Aga Khan came and stayed in the hotel. He was so impressed that he announced the Aga Khan Award for Architecture to the hotel, which was given by the President of Pakistan in Lahore.
Personal touch Shri Haksar was a management guru. He wrote personally most of the WelcomGroup’s operational manuals. He had a sharp memory and knew the first name of even the bell boys. He explained hotel management as ‘Nothing but filling up the belly and inflating the ego of a person.’ He laid a lot of emphasis on Indian food. At Mughal Agra, we hired a number of cooks from Lucknow and Rampur, trained them and then sent them to Maurya Sheraton in New Delhi, which finally culminated in the making of Bukhara. To some extent I take credit for this venture of Indian food.
My next posting was in Kolkata I set up WelcomGroup properties at Port Blair in Andaman Islands and Shillong in Bhutan, apart from Maurya Patna.
In 1980, I was designated as Regional Director for western India at Searock Sheraton Mumbai, responsible for five other WelcomGroup hotels in the region. My Srinagar stint helped me to get the maximum film business as I was known to the film industry. One instance which is quite vivid in my memory is the opening of the Discotheque at Searock for which I had invited Amitabh Bachchanji to grace the opening. True to his reputation, he came five minutes earlier and stayed for an hour. After that whenever we met, he would ask how my Discotheque was doing. After sometime, the Discotheque started getting an unruly crowd. Ultimately, I was left with no alternative but to speak to Shri Haji Mastan who used to frequent the hotel quite often. The result was that next morning the rowdy elements turned up at my office, apologized, and promised that they would never be seen around the hotel. It pays to know the right people! In 1985, I came to Delhi as VicePresident of Le Meridien, New Delhi. It was an excellent property which made its mark in the hospitality industry. My last appointment was at the Surya Hotel, New Delhi, during which period the hotel received the five-star deluxe status.
The times, they are a’changin’ Hoteliering has gone through a series of change as in the 1960s, 1970s, and the 1980s. Earlier, the management style was more towards personalization with a lot of interaction with guests. This has now changed as the hotels have become large. Therefore, general managers have to spend more time to look into aspects such as profitability. But even today, if you
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want good service you have to pay more to be in the higher category of accommodation where you are recognized as an important person. The general manager has access to the latest figures on his computer, which helps him to take timely decisions as in the present day set up “time is money.” Food has improved in hotels as you are now allowed to import raw materials and ingredients. The quality of chefs has also improved. On the other hand, hotel restaurants have tough competition from standalone restaurants, whose food has also improved but is not as expensive as that of hotel restaurants. Modern devices have been introduced in hotels to cut costs of heat, light and power. With the advent of terrorist activities, security has become very important. Thanks to information technology, communication facilities have improved tremendously; now you have ereservations; the pain of making an international call is a thing of the past. We are no more that dependent on foreign chains; we are capable of running hotels ourselves. Banquet areas have become larger as big parties and weddings of over a thousand people take place. For a businessman, a hotel’s business centre provides everything that he would need. I would say that except for personalization, which was there earlier, the aspects of hoteliering have moved fast and for the betterment. Once again, I would be failing in my duty if I do not mention the names of my two mentors, namely Rai Bahadur M.S. Oberoi and Shri Ajit Haksar. – Channi Pantal
APPOINTMENTS NATIONAL/INTERNATIONAL Radisson Blu Plaza Hotel Hyderabad
PAVAN KAKAR Radisson Blu Plaza Hotel
THOMAS L.J. LIND, The Leela Palaces, Hotels and Resorts
ANDREW DAY InterContinental Hotels Group
RAHUL PANDIT, The Lemon Tree Hotel Company
FERRY WARNKE Swissôtel Kolkata
Pavan Kakar has joined the Radisson Blu Plaza Hotel Hyderabad, Banjara Hills as Director of Sales & Marketing. He is responsible for the pre-opening revenue generation initiatives of the hotel as he leads the sales, marketing, revenue and reservations teams.With over 12 years of experience in the hospitality industry, Kakar has held senior management roles with Golden Tulip Hospitality Group (South Asia); The Metropolitan Hotel Nikko New Delhi and Carlson Hotels Marketing India. His credentials include hotel management from New Delhi, MBA from AIMA (Delhi) and a Certificate in Hotel Revenue Management from Cornell University, USA.
The Leela Palaces, Hotels and Resorts The Leela Palaces, Hotels and Resorts announces the promotion of Thomas L.J. Lind to senior vice president, operations. Lind, who was earlier the vice president, operations is a seasoned hotelier with almost 30 years of experience in the hospitality industry, including seven years with Four Seasons Hotels and Resorts where he served as the regional vice president and general manager of Four Seasons Hotel Riyadh in Saudi Arabia and general manager of Four Seasons hotels in Mexico City and Caracas, Venezuela. Lind has also held senior executive roles with The Ritz-Carlton Hotel Company, Hyatt Hotels and Resorts and Nikko Hotels earlier.
InterContinental Hotels Group InterContinental Hotel Group announces the relocation of Andrew Day as Vice President, Design & Engineering for Asia Australasia from Singapore to India. A key member of IHG’s Asia Australia leadership team, Andrew will work closely with the group’s partners in India to instill global IHG design and engineering benchmarks as its development 66 HOTELSCAPES August 2011
pipeline expands significantly in the country. From IHG’s India headquarters in Gurgaon, Andrew will also oversee the engineering functions for the Asia Australasia region and will play an integral part in driving innovation and operational excellence in IHG’s expansion plans. A hospitality industry veteran, Andrew has over 28 years of rich and diverse experience in building construction, refurbishment, design and engineering and asset management.
The Lemon Tree Hotel Company Rahul Pandit has been appointed President and Chief Operating Officer of The Lemon Tree Hotel Company. With over 18 years of experience, he has handled diverse responsibilities from Operations, Development, and Sales to Human Resources and Technology. A graduate of IHM, Pusa, New Delhi, Rahul was a former member of the Indian Karate team. He has studied brand, sales, innovation and HR management at IIM Ahmedabad, IIM Bangalore, ISB Hyderabad and Cornell-Nanyang, Singapore. He has worked across India, USA and Singapore with Choice Hotels, Taj Hotels, Spectramind and Intercontinental Hotels.
Swissôtel Kolkata Ferry Warnke has been appointed General Manager of Swissôtel Kolkata. He will lead the 147-room maiden property in India, of the internationally renowned Swiss hospitality chain. Warnke brings with him over 14 years of experience, having worked at Claridge’s London,The Lygon Arms, Broadway, UK, The Plaza, Fairmont Hotels & Resorts, New York and the Sopwell house London, UK. He joined the Swissotel group in 2002, serving at their hotels in London, Turkey and Singapore.Warnke holds a degree in Restaurant and Service Management from KATAG in Luzern, Switzerland and a Master’s Degree in Hotel Management from the Bavaria Hotel School in Germany.
APPOINTMENTS NATIONAL/INTERNATIONAL InterContinental Hotels Group InterContinental Hotels Group announces the appointment of Chris Moloney as Chief Operating Officer, South West Asia. Chris will spearhead IHG’s operations in India, and will play a significant role in building the development pipeline, which currently stands at 45 hotels. In his new role, Chris will be instrumental in strengthening IHG's portfolio of hotels which include the InterContinental, Crowne Plaza, Holiday Inn and the recently launched Holiday Inn Express brand. An IHG veteran, Chris has over 30 years of hospitality experience, having worked in various countries including France, USA, UK, United Arab Emirates, Oman and Egypt in different positions.
Hotel Classic Avenue Hotel Classic Avenue in Trivandrum, Kerala, a four star luxury boutique hotel, recently announced the appointment of Arun George as General Manager. Prior to this assignment, he was the General Manager of Ashok Hotel, New Delhi, the flagship hotel of India Tourism Development Corporation. Having received a degree in Hotel Management from IHM, Pusa, George went on to an advanced Hotel Management programme in Germany. He has worked with the ITDC in various capacities and has managed its five star properties – Ashok Hotel, Samrat Hotel, erstwhile Indraprastha, Hotel Kanishka, Ranjit Hotel, Hotel Ashok Bangalore and Kovalam Ashok Beach Hotel.
The Courtyard by Marriott, Gurgaon The Courtyard by Marriott, Gurgaon announces the appointment of Abha Dwivedi as Director of Rooms. Abha who will lead a team of over 120 associates is responsible for the smooth and efficient running of all operational aspects of the hotel
while strategically analyzing business performance. With almost 20 years of experience in formulating, managing and implementing strategies and services for the Front Office, Housekeeping, and guests in the hospitality and tourism industry, Abha has worked previously at The Oberoi and The Taj Mahal, Delhi, having received a diploma in housekeeping management from the Oberoi Centre for Learning and Development.
CHRIS MOLONEY, InterContinental Hotels Group
JW Marriott Chandigarh JW Marriott Chandigarh announces the appointment of Executive Chef Pallav Singhal. He will oversee the culinary operations of the hotel including Saffron (Fine Dining Indian), Oregano Restaurant & Bar (Italian), The Café@JW (All Day Dining), Chandigarh Baking Company (Deli & Patisserie) and Banquet Catering. Pallav's genius lies in combining healthy ingredients into dishes that look and taste simple and natural; his passion being diverse European and Western cuisines. A graduate from the Institute of Hotel Management New Delhi and the Old World Hospitality Pvt. Ltd in New Delhi, Chef Pallav brings 15 years of experience to the Marriott family.
ARUN GEORGE Hotel Classic Avenue
ABHA DWIVEDI, Courtyard by Marriott, Gurgaon
Courtyard by Marriott, Chennai Girish Kumar has been appointed Executive Chef at Courtyard by Marriott, Chennai. Having mastered culinary art from the Institute of Hotel Management (IHM) in Chennai, Girish brings with him 10 years of diverse experience of working with renowned Indian and international hotels such as Leela Palace and Marriott, Goa and the Madinat Jumeirah, Dubai when he was awarded the 1st gold medalist in the International Salon Culinaire Awards held in UAE. In Chennai he will oversee all operations related to multi-cuisine restaurants in the property, continental cuisine being his area of expertise.
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PALLAV SINGHAL JW Marriott Chandigarh
GIRISH KUMAR, Courtyard by Marriott, Chennai
APPOINTMENTS NATIONAL/INTERNATIONAL GLOW STUDIOS Greater Noida
BIRESH SHARMA GLOW STUDIOS Greater Noida
SHERMAN ALMEIDA Courtyard by Marriott Mumbai
NILANJAN DEY Glow Studios, Greater Noida
PARUL THAKUR, Courtyard by Marriott, Ahmedabad
RAAGHAV DAWAR Mandarin Oriental Hotel
Biresh Sharma has been appointed General Manager of GLOW STUDIOS Greater Noida. With over 25 years of experience in the industry - mainly with the Taj Group in various capacities, Biresh brings with him vast knowledge about operations, legal and local administrations, including coordination with the project team and suppliers. He also has experience in organizing prestigious political and corporate events such as the G-20 Summit, World Economic Forum and conferences for the Confederation of Indian Industries. He has been rated as the Best Manager by the Prime Minister’s house for their in-house official and head of the state functions.
of Hotel Management & Catering, Orissa, Nilanjan has been trained in management and the understanding of wines. Having started his career with Le Meridien, he has had stints with Taj Chandigarh, Fortune Inn Grazia and Habitat World. With 14 years of food and beverage experience, Nilanjan is passionate about delivering the best, constantly streamlining and managing operations with proactive planning and introduction of new concepts.
Courtyard by Marriott, Ahmedabad
Parul Thakur has been appointed as the new General Manager of Courtyard by Marriott, Ahmedabad. She brings with her rich experience of having worked with Marriott International in Mumbai and Goa, for Courtyard by Marriott, over a decade. The first employee of Marriott in India, she has grown from Mumbai International the ranks across the Marriott brands. Airport Her most recent position was Sherman Almeida has been Director of Operations, Renaissance appointed Food and Beverage Mumbai Convention Hotel and Manager at Courtyard by Marriott, Mumbai International Airport. Having Marriott Executive Apartments wherein she was responsible for the joined the Marriott family in 2003 day to day operations of both the after a stint at Renaissance Mumbai hotel as well as the apartments. Hotel and Convention Centre, Sherman now has over 7 years of experience in the hospitality industry. Mandarin Oriental Hotel He is well versed in restaurant and Effective June 11 Raaghav Dawar has bar operations and event been appointed as Business management. A graduate from St. Development Manager for India, Xavier's College in Mumbai, he and Middle East and the Americas for the also holds a degree in Hotel Mandarin Oriental Hotel Group. He Management and Catering would particularly represent the Technology from The Institute of Mandarin Oriental Singapore based Hotel Management, Aurangabad. out of Singapore. In his new role he Sherman's strength lies in his will be responsible for developing and capacity to deliver value-added representing the hotel chain in the customer service. afore-mentioned countries. He comes with around 7 years of experience in Glow Studios, Greater both Corporate and online sales and Noida is a B.Sc degree holder in Hotel Nilanjan Dey has been appointed as Management from Dr. Ambedkar the Food & Beverage Manager for Institute of Hotel Management, GLOW STUDIOS, Greater Noida. A Chandigarh. Dawar has previously hotel management and catering worked with global hotel chains like graduate from the National Institute Starwood, Carlson and Accor.
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RECOGNITION AWARDS
ITC Hotels, the greenest luxury hotel chain in the world Having been accorded LEED Platinum (Leadership in Energy and Environmental Design), ITC's luxury hotels are considered the ‘greenest luxury hotel chain in the world’. This distinction is an endorsement of ITC Hotels’ credo of ‘Responsible Luxury’ – an ethos that integrates world class green best practices with contemporary design elements to deliver the best of luxury in the greenest possible manner. In addition to ITC’s environment friendly measures the group’s carbon positive, water positive and solid waste
recycling positive status ensure that their guests’ stay contribute to a lower carbon footprint. Today, all ITC Hotels – ITC Maurya, New Delhi; ITC Maratha; Mumbai; ITC Grand Central, Mumbai; ITC Sonar, Kolkata; ITC
Windsor, Bengaluru; ITC Gardenia, Bengaluru (Rated LEED Platinum by Indian Green Building CouncilIGBC); ITC Kakatiya, Hyderabad and ITC Mughal, Agra are rated LEED Platinum by the U.S. Green
Building Council (USGBC), for their commitment to perform to the highest standards of energy, water and waste efficiency and continuing to provide inspiration to the Green Building movement in India.
The Leela Palace New Delhi is on the Conde Nast Traveller hot list The Leela Palace New Delhi, has been selected as one of the best new hotels in the world by two of the most respected titles in travel and luxury: Condé Nast Traveller in England and Travel + Leisure in the United States. The hot list, featured in the
Expedia ranks The Claridges, New Delhi among world’s best The Claridges, New Delhi has been ranked among the world's best hotels in Expedia Insiders' Select™ 2011 list. The list formally recognizes individual hotels worldwide that consistently deliver excellent service, great overall experience and notable value. The winning list represents only 500 of the world’s top hotels from the more than 110,000 hotel properties offered on Expedia. Compiled based on the more than one million Traveller Opinions, hotel reviews, combined with value rating and local market expertise of more than 400 Expedia employees in local markets worldwide, the list enables travellers to find the perfect hotel using insights of other travellers.
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UK Edition of Condé Nast Traveller magazine, is THE list for the best new exotic hotels around the world. The Hot List 2011 contains the editors' and the top global travel experts' picks on 65 of the newest and most exclusive hotels in the world.
PRODUCTS REIZ intelligent lighting A pioneer in the field of energy saving luminaries and electronic control gear for lighting, REIZ is an ISO 9001: 2008 certified company en-route to ISO 14001. The manufacturer of international quality architectural luminaries for both indoors and outdoors uses the highest quality materials to achieve energy efficiency, fire safety and long life. Computer aided design is used extensively to
Electrolux launches builtin steam oven With the multi-operational features of Electroluxe’s inbuilt steam oven, you can steam, bake and roast with hot air or do both at the same time. And now with the introduction of an additional entry-level model, the benefits of steam cooking are even more accessible. Arguably one of the
healthiest and simplest methods of cooking, steaming is great for vegetables and fish. Easy to install, the ovens are thermostatically controlled to allow steam temperatures of 35-100ºC - ideal for all types of fish, meat, poultry and vegetables. www.electrolux.in/builtin
simulate reflector design, luminaire design and electronic circuit design. REIZ manufactures complete lighting systems using the energy efficient light sources of Halogen, Xenon, Incandescent Par, CFL, Fluorescent, Metal Halide and LED – integrating REIZ energy saving electronic control gear (conforming to ROHS). Tel: 91-124-4006161 E-mail: graphics@reizindia.com
Square Foot launches ‘composite deck’ Squarefoot that offers integrated flooring solutions in India recently launched an exclusive range of ‘Bamboo Composite Deck’ flooring – an outdoor range of wooden flooring. Composite Deck is a combination of the hardness and solidity of natural wood and is environment friendly considering that it is made from 100% recycled wood and bamboo powder. Available as planks and tiles, finished with extreme finesse, the product is water resistant and capable of withstanding fungus, termites and other germs. Square Foot’s Composite Deck range is ideal for exterior flooring and impact outdoor decking floor. Tel: 080-41101012/ 13 www.squarefoot.co.in
Steelcase’s collaborative seating solutions Steelcase, the global leader in the office furniture industry, introduces its range of collaborative seating solutions called i2i™. The i2i™ chair has been designed specifically to foster collaboration and it accommodates a variety of postures so people can remain engaged, focused and connected. It enables eye-to-eye and eye-to-information, simply
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and comfortably. The i2i™ design is based on three key insights which include promotion of free movement, comfort for long periods of time, automatic and intuitive adjustments and supporting multiple postures; derived from human-centric research observations. www.steelcase.asia Gurgaon: Tel: 0124 307 7200 Bangalore: Tel: 080 3055 0300
FORTHCOMING EVENTS
HRANI Announces Its 1st North India Convention The Hotel & Restaurant Association of Northern India (HRANI) recently announced the 1st Convention of the association. The 3-day convention on the theme Hospitality Industry-Vision 2020 will be held in the holy city of the Golden Temple from September 23-25, 2011 at Ista, Amritsar. The Convention will have various brain storming business sessions, industry seminars and talk shows conducted by professionals from within the industry. Some of the major topics that will be covered during the convention are HR issues, Security Issues, Responsible tourism and Marketing. Further, tips on making your property Eco-Hotels, tapping franchising opportunities with global chains, training staff and new management mantras will be discussed. Major impediments to the growth of the small family held hotels and small
chains are sensitivity to business cycles, adverse political and social events (including terrorist attacks). These issues too will be discussed and
Hospitality, Food & Tourism India (HFTI) 29 September – 1 October 2011, Nehru Centre, Worli, Mumbai, www.hrawi.com HFTI will create a one-stop platform for hospitality, food & beverage, bars, educational institutions and travel industry by providing solutions for its hoteliers, restaurateurs, facility managers, prospective students, tour operators, distributors and suppliers with over 100 exhibitors. The event will feature various concurrent seminars, conferences, public relation events, panel discussions and networking dinners that focus on creating new concepts.
Russia & CIS Hotel Investment Conference (RHIC) 17 - 19 October 2011, Radisson Royal Hotel, Moscow, Russia, www.russia-cisconference.com By attending RHIC you will meet potential business partners and get the inside track on new developments and how hoteliers are driving profits in these challenging times at the largest gathering of hotel investors, operators and developers from Russia and the CIS. Last year’s event was a huge success, with over 370 attendees from 28 countries. The compelling programme saw more than 70 speakers and panellists discussing the current challenges facing the hotel industry whilst exploring growth opportunities in the future. The event will feature 70 speakers and 370 delegates from 28 nationalities.
ITB Asia 19-21 October 2011, Singapore Suntec Centre, Singapore, itbasia@messe-berlin.com Now in its 4th year in Singapore, ITB Asia, is an annual three day B2B trade show and convention organised by Messe Berlin (Singapore) Pte Ltd and supported by the Singapore Exhibition & Convention Bureau. The event featuring the full range of travel
analyzed during the convention. The Convention will liven up each evening with musical performances, theme nights and fashion shows.
products, services and goods provides an opportunity for international exhibitors of all sectors of the travel-value chain, Asia Pacific’s leading companies and emerging small and medium-sized enterprises to meet with top buyers from the MICE, Leisure and Corporate Travel markets.
Host – the International Exhibition of the Hospitality Industry 21-25 October 2011, Milan, Italy, rosy.mazzanti@fieramilano.it; elisa.vittozzi@fieramilano.it From equipment to new business ideas, all the latest innovations at the exhibition of the Hospitality Industry will relaunch the excellent potential of this business. Host 2011 makes a date with trade operators, offering them lots of business opportunities: which is why it will host 6 theme areas, covering the three macro areas of the Ho.Re.Ca. sector, with the goal of enhancing the potential of allied sectors: Food service equipment; Bread, Pizza, Pasta; Bar/Coffee machines; Ice-cream and Confectionery; Coffee; Hotel &Spa Emotion. Host 2010 saw a total of 125 thousand visitors to the show including 33 thousand international visitors from 143 countries.
International Hotel/Motel & Restaurant Show 2011 (IH/M&RS) 12 - 15 November 2011, Jacob K. Javits Convention Center, New York, USA. http://www.ihmrs.com/ The International Hotel/Motel & Restaurant Show, the world’s largest showcase and exchange of industry products, trends, and developments, attracts every segment and facet of the industry. The show, owned by the Hotel Association of New York City, Inc., the New York State Hospitality & Tourism Association, Inc., and the American Hotel & Lodging Association, unveils more than 1,400 products and services and draws more than 35,000 attendees each year. The IH/ M&RS also offers dozens of informative seminars, special events, displays, and features.
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GREENING COLUMN NIRANJAN KHATRI
THE NEW ROLE OF RENEWABLE ENERGY Energy efficiency is easy to implement, provided we are prepared to develop the required mind set, and modify our attitude, to the way we currently use energy.
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or thousands of years, wood was the only source of energy for human beings. The 17th century brought with it the advent of the discovery of coal in different parts of the world. This became the primary source of energy and continues to be so even today. In the 18th century, the discovery of oil, led to a reduction in the use of coal. Over the last 50-60 years, due to the quantum increase in vehicular population and the comfort needs in offices and homes, there was a steep rise in the use of oil. Today, on account of climatic changes, there is considerable pressure on the world community to reduce consumption of coal and oil. According to some experts, we have reached the "peaking oil syndrome”. This essentially means that maximum production of oil has been achieved and production is now on a decline, as new oil findings have become difficult to come by. In view of the above scenario, for economic and environmental reasons, the focus is now shifting to renewable energy. For the tourism sector, it can be done by deploying these simple ideas: ● While designing hotels/restaurants, optimum use of day light must be considered. At ITC Green Centre, if we had adopted the 'business as usual' approach, we would have consumed 635000 units of energy per annum. But because we opted for day lighting, we consume 135000 units of energy per annum. ● Architects must be briefed on methods in designing hotels and restaurants innovatively. They need to consider seasonal changes and take advantage of ambient temperature, whereby air conditioning can be subdued or even shut off. As an example we can consider ITC Gardenia’s lobby and coffee shop which function without air conditioning by taking advantage of the ambient temperature of Bengaluru.
Shifting from incandescent bulbs to CFL bulbs is a step towards reducing energy consumption by as much as 80%. However, new constructions can leap frog into using LED lights which can further reduce consumption by another 80% over CFL lights. ● Many a time, businesses compromise on costly energy efficient equipment without taking note of the fact that the pay back period is comparatively short. At ITC Green Centre, we spent 15% more than any other existing building, but recovered our costs within 5 years. ● Small restaurants have the viable option of putting on a fan and running it slowly, while setting the air conditioner at a temperature of 270. In my view, it is just a matter of time before this becomes a national standard. Wall mounted air conditioners in small restaurants are often caked with dust. By ensuring that filters are cleaned periodically, energy saving can be effected to the extent of approximately 25%. In keeping with the Prime Minister's announcement on the policy of transition towards low carbon economy and the flexibility granted in the Electricity Act of 2003, many organizations have the opportunity of using the following sources of renewable energy: ● Flat bed solar thermal devices for heating water ● Solar photo voltaic for peripheral lighting ● Solar concentrators for steam generation ● Wind turbines for wheeling power to help in reducing life cycle cost. ITC Hotels derives 25% of energy through renewable sources. ITC Maurya is perhaps the only hotel in the world with a solar concentrator that generates enough steam for the hotel’s laundry, the kitchen and for heating water used in the guest rooms. The author of the article is Niranjan Khatri, GM, Welcomenviron Initiatives, ITC Hotels ●
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Today, on account of climatic changes, there is considerable pressure on the world community to reduce consumption of coal and oil.
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