Food and Hospitality World (Vol.4, No.2) October 1-15, 2015

EDITOR’S NOTE

Fast forward

W

hoever said the future is in your hands, was undoubtedly a wise person. I wonder if they predicted the power of our palm. We have reached an age where most of our requirements, from food to fashion, are looked after just by a simple touch on our smartphones. It is delivered right at our doorstep, avoiding the traffic and time.

This system works wonders especially for those who are a part of the 'time poor-cash rich world'. Therefore, it is not surprising that our cover story this issue interestingly highlights the story of tech delivery and its robust growth. Our story states that the online food delivery market is growing at a fast pace.

A report by Internet and Mobile Association of India (IAMAI) recently stated that the online food delivery market in the country has witnessed an impressive 40 per cent growth in 2014, reaching `350 crore. It also highlighted that the food delivery segment has now witnessed a lot of traction and is growing at a fast pace. Significantly, the online food delivery market constitute 17 per cent

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October 1-15, 2015

“We have reached an age where most of our requirements,from food to fashion,are looked after just bya simple touch on our smartphones.It is delivered right at our doorstep”

of the overall online services pie.

The QSR segment seems to be highly positive on the digital ordering business as the statistics are clearly tipping in favour of them. The future is getting all the more refined in this space. As per experts, in our cover story, the latest buzzwords in technology that can be seen and heard are geofencing, NFC, Bluetooth Smart or locationaware check-ins. Combined, these technologies and techniques make up a class called 'mobile presence technologies' which can communicate a customer's proximity to a restaurant location.

Another interesting story in this issue is how Udaipur hotels are the most searched

by Chinese travellers to India. While India does not figure in the list of the top 10 destinations for Chinese travellers (Australia, Japan, France, Hong Kong, South Korea, USA, Maldives, Germany, Thailand, Taiwan), but with prime minister Narendra Modi announcing e-visas for Chinese tourists, it will give a fillip to inbound arrivals from China.

REEMA LOKESH Editor

Tel: 040-23418673/23418674/ 23418675 (Tele-fax)/66631457 Fax: 040-23418678 E-mail: ashwanikumar.shukla@fhwexpo.in

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CONTENTS Vol 4 No 2 OCTOBER 1-15, 2015

SPA & WELLNESS

Chairman of the Board Viveck Goenka Editor Reema Lokesh* Assistant Editor Steena Joy Senior Associate Editor Sudipta Dev CONTENT TEAM Mumbai Kahini Chakraborty Rituparna Chatterjee

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Kolkata Joy Roy Choudhury DESIGN National Art Director Bivash Barua Deputy Art Director Surajit Patro Chief Designer Pravin Temble Senior Graphic Designer Rushikesh Konka Senior Artist Ratilal Ladani Kiran Parker Scheduling & Coordination Ashish Anchan Photo Editor Sandeep Patil MARKETING General Manager Sachin Shenoy Marketing Team Dattaram Kandalkar Rajan Nair Ashwani Kumar Shukla Sreejith Radhakrishnan Prateek Sahay Yoginder Singh Ajanta Sengupta NATIONAL FOOD & BEVERAGE SALES Sasi Kumar G Keshav Barnwal INTERNATIONAL FOOD & HOSPITALITY SALES Soumodip Ghosh Dhananjay Makharia PRODUCTION General Manager B R Tipnis Manager Bhadresh Valia

HEALTH AMIDST BUSINESS DESPITE BEING A BUSINESS HOTEL, FOUR SEASONS HOTEL MUMBAI IS UNCOMPROMISING IN PROVIDING A COMPLETELY HOLISTIC SPA EXPERIENCE

EDGE

TECH DELIVERY Constant changes are being adopted by Quick Service Restaurants to survive in the competitive market. This utilisation of intelligent technological advancements for their products is resulting in a positive growth story

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(20-23)

MARKETS

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UDAIPUR HOTELS MOST SEARCHED

BY CHINESE TRAVELLERS TO INDIA

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MAD OVER DONUTS LAUNCHES FIRST CAFE FORMAT IN INDIA

CUTTING-EDGE CUP OF CHEER TEABOX IS AN E-COMMERCE TEA COMPANY THAT HAS PIONEERED AN INNOVATIVE CONCEPT TO MARKET AND CREATE AWARENESS OF INDIA'S FINEST TEAS GLOBALLY

INTERIORS & DESIGN LIFE

P12: NEW KIDS ON THE BLOCK Irish House Bandra, Mumbai

P14: PRODUCT TRACKER Cornitos

P32: MOVEMENTS Courtyard by Marriott, Gurgaon

P45: WEEKEND Scene and heard

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VAASTU FOR SUCCESS FROM THE PLOT OF A HOTEL OR A RESTAURANT TO THE PLANNING OF THE ROOMS WITHIN THE STRUCTURE, VAASTU CONSIDERS SEVERAL FACTORS FOR PERMANENT PROSPERITY

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GROOMING FUTURE LEADERS IHM KOLKATA HAS A STRONG BRAND IDENTITY AS EAST INDIA'S PREMIER HOSPITALITY EDUCATION INSTITUTION

Food & Hospitality World Published for the proprietors, Global Fairs & Media Private Limited, by Vaidehi Thakar at Express Towers, Nariman Point, Mumbai 400 021, and printed by her at Indian Express Press, Plot EL-208, TTC Industrial Area, Mahape, Navi Mumbai. Editor : Reema Lokesh* (*responsible for selection of news under PRB Act). Copyright © 2015 Global Fairs & Media Private Limited.

All rights reserved throughout the world. Reproduction in whole or part without the Publisher's permission is prohibited.

MARKETS

Belmond eyes India for hotel expansion Rituparna Chatterjee Mumbai BELMOND, a hotel and leisure company operating high-end hotels, trains and river cruises around the world, is eyeing India for expanding its hotel portfolio in Asia and is exploring Mumbai, Delhi and Goa for the same. Speaking on the sidelines of the recently held Belmond Media Champagne HighTea in Mumbai, Andrea Filippi, executive director, Worldwide

Sales, Belmond stated, “For the time being we will be exploring Mumbai, Delhi and Goa and will expand through ownership and management contracts with a preference for the latter.

In today's times, in management contracts you need to be an investor along with the owner and this would be our preferred way to break into the market.”

Sharing the reason for selecting India for the brand's expansion, Filippi added, “We

have a diversified customer base with some of the strongest markets being North America, UK and Europe. India's centralised location makes it ideal for attracting our existing customers from the US, Europe.”

Presently, Belmond has a presence in Asia with properties in Cambodia, Indonesia, Laos, Myanmar and Thailand.

Apart from India, Belmond is also exploring other new markets like Vietnam and Mainland China. “In the past four-

five years we started developing the Asian market and we are seeing that Asia is growing at a much faster pace than other markets. We have been developing Japan for 20 years, but India is a new market and interestingly there is a much higher level of brand awareness in this country considering this is the first time we are doing an official event and have not been advertising as well,” mentioned Filippi.

Belmond has been receiving

an increasing number of Indian travellers to its properties worldwide. Officially, the company entered the India market last year through Heavens Portfolio, which offers representation services to unique travel experiences throughout the world. “My main mission is to grow the number of outbound Indian travellers. While my colleague will be developing the product portfolio and talking to potential investors,” he mentioned.

Udaipur hotels most searched by Chinese travellers to India Sudipta Dev Mumbai THE CHINESE travellers are a formidable force in global travel and the tourism sector.

Forecasts predict outbound Chinese travellers could number around 174 million in four years’ time spending US$ 264 billion annually. A significant segment of outbound Chinese travellers, as per the recent Hotel.com CITM Report 2015, comprises of ‘millennial’ travellers. “Interestingly, Udaipur is at the top of the list of Indian destinations searched by Chinese travellers on Hotels.com during the first six months of 2015,” said Amit Agarwal, senior marketing manager, Hotels.com. Other destinations in India, most searched by Chinese travellers (in terms of ranking) are - New Delhi, Mumbai, Bengaluru, Chennai, Gurgaon, Jaipur, Kolkata, Agra and Hyderabad.

In India, the average daily spending on hotel by Chinese travellers is 949 RMB (`9,815).

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Amit Agarwal

“Hoteliers confirm that the growth in Chinese guest numbers observed previously is continuing. Almost two-thirds experienced an increase in Chinese guests at their properties over the past year,” stated Agarwal.

While India does not figure in the list of the top 10 destinations for Chinese travellers (Australia, Japan, France, Hong Kong, South Korea, USA, Maldives, Ger-

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October 1-15, 2015

many, Thailand, Taiwan), but with prime minister Narendra Modi announcing e-visas for Chinese tourists, it will give a fillip to inbound arrivals from China. China became the 77th country to get the facility. “Issuing visa on arrival to Chinese tourists

will help the Indian tourism industry immensely,” mentioned Agarwal, pointing out that Chinese travellers visit India for recreation, sightseeing, or casual visits to friends/relatives. Short-duration medical treatment or casual business visits are also

covered. The report also stated that travel bookings via mobile phones are soaring as half of all Chinese outbound travellers used their mobile phones to plan and book trips, compared with just 17 per cent the previous year.

MARKETS

Zespri looks at 6 per cent market share Kahini Chakraborty Mumbai ZESPRI INTERNATIONAL is looking at focusing on building the brand and categories in the India market. The company is targeting to achieve six per cent market share this year, and in the next five years establish 15 per cent market share. Besides the green kiwi fruit, Zespri has also launched a new variant- Zespri SunGold Kiwifruit. Ritesh Bhimani, market manager, Zespri India said, “The imported fruits category market is improving and growing at 20 per cent per annum. The overall imported fruit market is `1500 crore wherein Zespri had a share of `60 crore till last year,

Ritesh Bhimani

so it was a close to four per cent market share. This year we are looking at achieving a six per cent share and in the next five years establish 15 per cent.”

The company exports to close to 58 countries under one brand name- Zespri. “The India market is growing and last year we grew by 67 per cent in terms of volumes. This year we are looking at having close to 30 per cent increase in volume. It has been an almost 100 per cent increase for us in the last two years,” he informed. Delhi has been the biggest market for the brand followed by Mumbai, Bengaluru, Hyderabad and Ahmedabad. “Zespri is a cooperative company as it is owned by 3000 growers across the globe. We have more than 100 varieties of

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October 1-15, 2015

kiwi fruit. We commercialise our product and before commercialising we test the markets and see which markets have the highest

recall value of the product, after which we research well about the markets before sending it out. 90 per cent of India's fruits

are sold through street vendors and wholesalers. Modern retail would give us sales of about sixseven per cent and the rest could

be hotels and caterers. In the next four-five years we could look at launching more varieties of kiwi fruit,” he informed.

MARKETS

Mad Over Donuts launches first cafe format in India Akshay Kumar Mumbai MAD OVER DONUTS (MOD), an organised retail doughnut chain, has introduced its first cafe format setup in India at Churchgate, Mumbai. With this new cafe launch, MOD has 55 stores and one cafe present in Mumbai, Pune, Delhi, NCR and Bengaluru. MOD is owned by Himesh Foods with 33 per cent investment from Mirah Hospitality. The cafe at Churchgate not only serves doughnuts and coffees, but also has a whole new range of products.

Speaking with Food & Hospitality World, Tarak Bhattacharya, chief operating officer, Mad Over Donuts said, “We are excited to launch our first cafe in India. Starting from October till this financial year end we are planning to

Tarak Bhattacharya

add another 12 to 15 more stores in the cities where we are already present. We are also looking to add more cities. With this launch we have 23 stores in Mumbai alone.”

Speaking about the new cafe format, Bhattacharya added, “Our major focus still remains the store format, but we will be introducing more cafes in the future. Around 10 to 15 per cent of

our store will be cafes in future.

In this new format, we will be introducing more products like the pocket sandwich, waffles, ice cream sundaes, etc. Depending on the success of these products, we will include these in our regular menu throughout all our stores.”

In India, doughnuts is still

a niche segment and with time many international brands are looking to tap this segment. “The doughnut market in India is still at a nascent stage. One of the main challenges we faced during the initial years was awareness. But now we are getting customers from the age group of five to

55. Other challenges which we face are real estate prices and retaining employees as the attrition rate is too high.”

Mad Over Donuts is also planning to go international in 2016. When asked about further details Bhattacharya refused to divulge any information.

Hotels in India are a strong segment for Hatco Corporation Rituparna Chatterjee Mumbai HATCO CORPORATION, an international manufacturer and exporter of food service equipment, has been experiencing maximum growth from the hotel segment in India, with close to 70 per of its products going to hotels. Speaking on the sidelines of the training programme organised by Hatco Corporation in Mumbai recently, Brad Stoeckel, CFSP, territory sales manager,

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Hatco Corporation, stated, “We see the biggest growth or the largest amount of business coming in from the hotel segment since it is the largest market in India.” Bill Izbicki, sales manager – the Middle East and Indian sub-continent, H D Sheldon & Company, which serves as a factory export representative for Hatco Corporation, added, “This is also because of the emphasis on buffets. Also hotels are given tax advantage on imports by the government. Hotels can import

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October 1-15, 2015

tax free from the US with their special license. Hence our business is lop-sided towards hotels.”

During the training session, the company launched new products including the Refrigerated Drop-In Wells to match up with the Heated Wells. The company is also open to increasing its distribution network in India which is presently spread across Delhi, Mumbai and Bengaluru. “We are looking for new distribution partners and will happily support those who not only have the abil-

ity to import but also the ability to install and service and a willingness to hold some stock,” opined Izbicki.

Hatco Corporation made a strong push in the India market 10 years ago. “We have our factory in China where a suitable economy line of products are manufactured and then stocked in Hong Kong. This has been quite helpful in penetrating into the India market with certain portions of that line. For instance, the Toast-Max series has

made significant penetration into the market as a result of having that regional advantage,” said Izbicki. Hatco Corporation's largest export market is Europe with India (as part of the Middle East) being in the third position.

“We want to be in India in the development years so that we have a strong brand presence. The growth is quite conservative at the moment with four-five per cent/annum, but in future there will be greater growth opportunities,” stated Izbicki.

BAKERY FOCUS

A MARKETING INITIATIVE

Let your cake tell a unique storythis festive season More and more people are moving away from serving only traditional sweets to including cakes and chocolates as an integral part of their celebrations

T

he Indian festival season does not last for just a week or two, it lasts for months, beginning with Janmashtami, moving on to Mumbai’s favourite festivalGanesh Chaturthi, and Eid, drumming up the tempo with dandia during Navratri, and the big bang of Christmas and New Year, bring up the grand finale.

Cakes, cookies and patisserie delicacies are no more just restricted to normal days. More and more people are moving away from serving only traditional sweets to including cakes and chocolates as an integral part of their celebrations, to share with friends and family as part of their joy. Capturing the imagination of the consumer has never been more challenging or easier than now.

In your endeavour to create the perfect chocolate mousse cake or perhaps in a patisserie endeavour you reach for Puratos’ Carat Coverlux. It’s almost an unconscious decision, you call on the years of Puratos’ expertise, the cutting edge technology that backs all Puratos products to produce consistent results time after time, to work for you. To produce a world class cake, the most important tools a bakery and patisserie has in its shelves are world class ingredients.

Setting to work, the Coverlux breaks with the characteristic snap of a well made choco-

late, melts like a dream, instantly transforming a simple mousse into a work of art with its shine, luxurious mouth feel and ingredients. Moving on to the decoration, Coverlux is custom made to shine during the enrobing of a cake.

The Coverlux shines in all its three variants – the dark, milk

10 FOOD & HOSPITALITY WORLD October 1-15, 2015

and the white. Calling on years of expertise that is the hallmark of a Puratos product, Coverlux brings all that lux into the baking and patisserie world. The versatile Coverlux range extends its use beyond a simple ganache. Coverlux, comes into its own when tasked with the job of making hollow figures that

can be de-moulded easily.

Whether it be in creating sea shells with surprise fillings inside or simple hollow decorations, the Coverlux stands apart.

The Coverlux comes into its own when used to make pralines.

Ably supported by its more cost effective cousin, the Carat

Cover, the Carat range comes with Puratos guarantee of top notch products being gently processed at state-of-the-art facilities to produce world class chocolate.

With the ease of multiple uses that Carat products can be put to, the wastage is reduced, making its use so much more

BAKERY FOCUS

A MARKETING INITIATIVE

cost effective. Carat Cover is perfect for all applications whether it be for ganache, for moulding, enrobing or flavouring, making it the go to chocolate for a number of uses.

Meanwhile finishing the cake is no more just a question of throwing on a ganache, and some decoration, it has now become a case of increasing the shelf life while making the cake sparkle. Reaching for Brillo, Puratos’ Thixotropic cold glaze allows you to lock in the freshness of the cake while maintaining the quality and increasing the shelf life too. The shine of the Brillo is just that - brilliant. Brilliant in working with delicate mousses to produce that lovely shine of a well finished product, increasing its visual appeal.

In four variants from Brillo Neutral, Brillo White, Brillo Caramel and Brillo Cocoa, users can now add a definite taste layer to their creations, adding that subtle something special, which sets a Puratos user apart

and definitely a Puratos cake apart from the competition.

The Brillo adds its touch in fruit cakes as well. It locks in the freshness of the fruit cake. Brillo Neutral helps to keep the fruit looking fresh and tasting fresher – increasing its shelf life for many hours more, thereby

helping to reduce wastage.

Cakes and patisserie products now are so much more than just a simple concoction.

End consumers would like to experience that something more in each bite, it’s no more just a simple matter of tasting good without the cake looking superb.

The looks are just as important in wooing the consumer as the taste.

And somewhere in between this competition for taste and beauty, lies the baker who puts his all into every cake, making it truly a sensational feast for both the eyes and the taste buds.

Behind the expertise of the baker, bolstering the bottom line of the bakery is Puratos working quietly, behind the scenes, to bring superb ingredients at cost effective price, to help make each cake on the shelf a world class product, that shines in its own right.

NEW KIDS ON THE BLOCK

Irish House Bandra, Mumbai THE IRISH HOUSE has launched in Bandra, Mumbai. Situated at Pali Hill Market, the Irish House Bandra boasts of an al fresco outdoor seating area including signature community tables, televisions for football game screenings, brick walls, quirky quotes, huge wooden kegs, fresh planters, and graffitilike Wall Art.

Blaze Fast Fire’d Pizza DISNEY SPRINGS WILL add Blaze Fast Fire’d Pizza to its shopping district in May 2016. Blaze will allow guests to create their own pizza and have it ready in three minutes. The restaurant will be 5,000 square feet (464.5 square metres) and will seat 200 diners.

Holiday Inn Cairns Harbourside, Australia INTERCONTINENTAL HOTELS Group has opened Holiday Inn Cairns Harbourside on The Esplanade. Previously operating as Mercure Cairns Harbourside, the hotel has opened its doors as the 11th Holiday Inn hotel in Australia. Guests staying at Holiday Inn Cairns Harbourside can relax in the modern rooms, including one-bedroom suites, equipped with stylish décor, contemporary bathrooms and private balconies. Other facilities include a swimming pool and dining options from the hotel’s famous Teshi restaurant. Families can make the most of the Holiday Inn brand’s ‘Kids Stay & Eat Free’ programme'. For events, the hotel features four meeting rooms, with capacity for up to 150 people in the largest room and a 24-hour business centre.

Mandarin Oriental,Beirut MANDARIN ORIENTAL HOTEL Group has announced that it will manage a new luxury hotel and branded residences currently under development in Beirut. Scheduled to open in 2018, the Mandarin Oriental, Beirut will be situated in the south tower, with 280 well-appointed rooms and suites and 25 serviced apartments. The north tower will house 103 residences at Mandarin Oriental. Mandarin Oriental, Beirut will offer an all-day dining restaurant and bar, a lobby lounge and a club lounge spread across the lower levels of the two towers. In addition, a fine dining restaurant and bar will span across the top of both towers. Extensive banqueting and meeting space will include a 300-seat grand ballroom, a 270-seat junior ballroom and a variety of adaptable conference rooms. The Spa at Mandarin Oriental will offer holistic rejuvenation and relaxation, together with a state-of-the art fitness centre and indoor pool. An additional outdoor pool will be situated at the top of the building.

Tansha Regal by Mango.Hotels INTELLISTAY HOTELS that owns the Mango.Hotels brand of boutique independent hotels has announced the signing of its newest hotel in Savli GIDC, Vadodara with Tansha Hospitality slated for opening in Q3 2015-16 as Tansha Regal by Mango.Hotels.

The 50 keys property will come fully equipped with XO Café - the all day dining restaurant; X-tasy - the vegetarian fine dining restaurant, Mango.Conference that can host 200 people indoors and Mango.Banquet outdoor lawns that can host up to a 1000 people. The hotel will have a gym/spa under the Mango.Wellness brand.

Anantara Mina Al Arab Ras Al Khaimah Resort MINOR HOTEL GROUP has announced its continued expansion in the UAE with its first property in the emirate of Ras Al Khaimah – Anantara Mina Al Arab Ras Al Khaimah Resort. Scheduled to open in 2018, the luxury resort will offer 225 keys which will include guest rooms, suites and Maldivian-style overwater villas. A diverse selection of quality restaurants will also feature, including specialty Asian dining and a seafood grill. Other facilities at the resort will include meeting and events space with a ballroom seating 250 pax, a health club with a gym, aerobics room and a yoga room, squash courts, a tennis court, a large outdoor pool, a kid’s club with a specialty kid’s restaurant and Anantara Spa.

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FOOD & HOSPITALITY WORLD

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PRODUCT TRACKER

Cornitos CORNITOS, THE FLAGSHIP brand of GreenDot Health Foods, has launched a premium range of new Thai Sweet Chilli flavour. These flavoured 'nachos' are made through the traditional Mexican Lime-treatment process with special food grade NON-GMO corn.

The product has been priced at `85 per pack for 150 gms pack and `125 for 140 gms canister.

Delta Faucet Company DELTA FAUCET COMPANY has introduced Delta Compel Lavatory Faucet with Touch2O.xt .

The Touch2O.xt Technology will be offered on both the single-handle lavatory and single-handle vessel lavatory faucets in the collection. In manual operation, the user can control the flow and temperature of water by moving the handle to the desired position. Once the handle is moved to an ‘On’ position, the user can tap anywhere on the spout or handle to start or stop the flow of water.

Water turns off automatically within one minute after the faucet is tapped on.

Pergo PERGO HAS UNVEILED its latest product-Wood Parquet.

The product has 14 different designs with the new manufacturing technologies like brushed surface, sawcut and dutch pattern designer look. Pergo Wood Parquet is easy to install and durable, which means it can withstand years of use. The designs in this range are divided in six groups i.e. two decors in Svalbard, two decors in Gotland, four decors in Bornholm, three decors in Varmdo, two decors in Jomfruland and one decor in Dutch pattern.

Formats available in this range are: 2200 x 220 x 14 mm,1820 x 190 x 14 mm,1820 x 145 x 14 mm, 2200 x 190 x 14 mm.

OSIM OSIM HAS UNVEILED uAlpine, the ionised and fresh air purifier. The uAlpine removes 99.7 per cent PM 2.5 with its True HEPA filter, which filters particles as small as 0.3 microns in size. OSIM uAlpine is designed with features like 360 degree surround air flow technique, that ensures the best purification by effectively circulating clean purified air evenly in the room. Smart air quality sensor with indicator lights indicates the air quality of the room through the display of different colour lights. The price range of OSIM uAlpine is `37,000 and `39,000 (in Maharashtra octroi/LBT).

Franke FRANKE IS REVOLUTIONISING domestic and professional cooking with its exclusive Dynamic Cooking Technology (DCT). The next-generation DCT enabled ovens have features like superior performance, reduced energy consumption and total safety.

Product USP: z Instant air heating, since preheating of oven not required. z Faster cooking and less risk of burning. z Low energy function to reduce power absorption. z Energy saving (-20 per cent).

Specification of DCT: z Three automatically controlled resistors with higher efficiency during thermal exchange. z Electronic functionalities with 50 pre-set receipts. z Exclusive programmes: wellness menu / complete menu / vegetarian menu / pizza plus. z Independent or combined element management for targeted heat distribution.

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Starbucks India STARBUCKS HAS introduced new Cocoa Cappuccino flavour coffee, also available as Iced Cocoa Cappuccino, and the newly introduced Frappuccino flavour - the Triple Coffee Jelly Frappuccino. The Starbucks Cocoa Cappuccino is a combination of chocolate and coffee.

MARKETS

Ready Equip to launch online platform for equipment vendors Kahini Chakraborty Mumbai WITH AN AIM to provide a platform to the equipment vendors to display their products online, Ready Equip will launch its website soon. The website will be run by Shweta Mehra and Amruta Kiran.

Speaking to Food and Hospitality World about this new initiative, Sanjiv Deshmukh, founder, Kitchen Solutions.Com said, “This is a step towards providing standarisation of equip-

ments. The website will provide commercial kitchen equipments. Vendors will be encouraged to provide standard sizes of products. When this standarisation takes place, it will benefit the seller for the cost of manufacturing and the buyer for the cost of purchase. Bakery equipments will also be displayed on the website. Kitchen Solutions.com will not be dealing in commercial kitchen equipment selling.”

Elaborating further, Mehra informed, “Presently

the website is in the beta phase and is undergoing testing. We are getting vendors online. If someone presently goes and checks on www.beta.readyequip.in they will find the website with forms that they can use to register themselves and we will approve them and they can start uploading their product inventory images.

The website will have equipment vendors on panIndia basis. The products will be displayed with their specifications and price. Ready

Equip is a web based service that equipment vendors can use to upload their stocks online. This will help buyers to see and choose ready equipment as and when they need it.”

“This is a first-of-its-kind initiative in India. Even though its a huge food and hospitality industry, there's nothing of this sort in India currently. We plan to revolutionise the market by having ready stocks displayed for buyers. This will totally change the way people look

at the equipment market in India. We also plan to gradually provide options like location based search and then develop an app,” he added.

“Our potential sellers are not only the vendors and manufacturers, they can be restaurateurs who want to sell their old inventory stock due to change in menu options. Hence for the same, the website will also have a section of used equipments. Buyers can now choose whether to buy new or old equipments,” mentioned Kiran.

INTERIORS & DESIGN

VAASTU FOR SUCCESS From the plot of a hotel or a restaurant to the planning of the rooms within the structure and the placement of objects within each room, several factors need to be considered to bring permanent prosperity into the business.

By Mitali Bajaj

V

AASTU PLAYS a crucial role in inviting guests and bringing permanent prosperity into restaurants and hotels.

Here are a few instances of incorporating the principles of vaastu into hotel and restaurant design: 1.The plot for building a hotel/restaurant should have a square, rectangular, hexagonal, singhmukhakar, octagonal or circular shape. These shapes are considered to be profitable.

2. Roads on all four sides of the plot are very auspicious 3.Building should be constructed in such a way that more space should be kept open towards north and east 4. The main entrance of the hotel/restaurant should be in north, north-north-east or north-east direction. If it is west then it should be in

west, north-west, westnorth-west direction but not in south-west.

5.In the hotel and restaurant, preferably, the kitchen should be at ground floor in southeast or north-west zone. All electrical appliances like ovens, grinders and mixers used in the kitchen could be placed in south-east corner of the kitchen. Storeroom location could be in west or south of the kitchen.

6.The arrangements in the room should be in such a way that the beds should be in south or west direction only so that he/she sleeps with his/her head in west or south only.

7.Toilets in the rooms should be in north-west or south-west direction.

8.Swimming pools, underground water tanks wells, etc, should be built in northeast side if possible.

Mitali Bajaj

9.Water connections should be in south-west.

10.The air conditioner plants should be placed and operated from the south-east direction only.

11.Elevators should be placed in the south zone.

Negative vaastu seems to have a bigger impact than positive vaastu.

The entry and exit locations are extremely important. The south-west entrance can almost ensure problems for the restaurant and hotel, conflict of staff

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INTERIORS & DESIGN 12.Store rooms should be ideally placed in south-west direction.

13. Kitchens should be in the south-east or north west direction.

14.The cash counters should be made such that the person who sits at that particular designation should face the east or north direction.

15.The north-east portion of the hotel/restaurant should be kept clean or incorporate some water source or fountain over that place.

16.The heavy/tallest part of the building should be in the south-west zone.

17.The second heavy structure in the south-east zone.

18.The north-east direction should be lower and the south-west should be higher in terms of sloping.

Restaurant projects Olive restaurant’s entrance is in the north-north-east direction. The north-east part is lower and the south-west part is higher. Negative vaastu seems to have a bigger impact than positive vaastu.

We had to shut down two restaurants that were perfect vaastu wise due to other circumstances. The entry and exit locations are extremely important. The south-west entrance can almost ensure problems for the restaurant and hotel, conflict of staff and managers. North-east toilets

ruin earning capacity.

When we started, the restaurant - Out of the Blue (OTB) - had its entrance in the east, south-east and the toilets in the south-east directions. It didn't prove beneficial for the restaurant because there was always conflict between partners and managers running the restaurant at that time. But later when the toilets shifted to south-west and the main entrance shifted to northnorth-east, the restaurant picked up a lot. The vaastu consultant had said that the kitchen will attract people from the feminine gender and OTB has been receiving 60 per cent women and 40 per cent men for the past 10 years. The south-west entrance can almost ensure problems for the restaurant and hotel. While south-east toilets create conflicts and north-east toilets ruin earning capacity.

In Le Sutra the entrance was in the east, and was shifted to north-north-east. A fish tank was put in the north-north-east direction which has proved to be lucky.

(The author is the founder and CEO of Dr Art+Design, the only Indian studio invited by the Mayor’s office in London for a closed door global conference called Art & the City)

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SPA & WELLNESS

HEALTH AMIDSTBUSINESS Despite being a business hotel, Four Seasons Hotel Mumbai has been uncompromising in providing a completely holistic spa experience along with unmatchable hospitality.

Somananda Nongmaithem, spa manager, Four Seasons Hotel Mumbai talks about the spa’s distinctiveness, his experience of working across different countries and the future of this industry. By Rituparna Chatterjee

T

HE REASON for our success is no secret.

It comes down to one single principle that transcends time and geography, religion and culture. It’s the Golden Rule – the simple idea that if you treat people well, the way you would like to be treated, they will do the same.” This brand philosophy established by Isadore Sharp, founder and chairman of Four Seasons Hotels and Resorts is promptly echoed by Somananda Nongmaithem, spa manager, Four Seasons Hotel Mumbai. Opened in 2008, Four Seasons Spa’s staff of 25 (three receptionists, a spa supervisor, an assistant manager, a spa manager, three gym trainers, two male and female attendants and several therapists) has been striving to ensure that the best treatments are provided to its guests coupled with unmatchable hospitality.

Hence a strong focus is given on staff training, explains Nongmaithem, adding that, for new recruits an induction programme is conducted both by the HR and the spa departments. The HR training involves personality development, a brief about the hotel culture, standards, philosophy, etc. Whereas the spa department offers two types of trainings – a spa treatment training and a spa standard training. “We not only focus on providing high-end treatments but also giving a great experience to our guests.

Hence we train our staff on

18

Somananda Nongmaithem

how to treat the guests, what advice to give them and so on. Because apart from good therapies, a warm hospitable staff is crucial to help relax the mind and body of our guests,” strongly propagates Nongmaithem, adding that, they hire only experienced therapists instead of freshers to provide the best spa experience to the hotel guests.

Four Seasons Spa boasts of eight treatment rooms, including two suites – Natrajasana and Vajrasana – that function as private spas, and a yoga studio. It offers a diverse range of health and wellness services including massages, Ayurveda inspired treatments, body treatments, facial treatments, rituals, yoga, beauty treatments, Rossano Ferretti salon services, skincare with aromatherapy associates and personal fitness. “For our body treatments we use products of well-known international brands like Sodashi,” mentions Nongmaithem.

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SPA & WELLNESS

A majority of the customers to the spa constitute European and American hotel guests along with a significant number of the local clientele.

“People in Mumbai prefer going to the spa and hence we focus on the local guests too. We have a annual membership costing `120,000 plus taxes wherein the first massage is complementary and the following massages can be availed at a 20 per cent discount. Moreover, we provide complementary laundry services for the gym attire, among others. We have seen more local guests opting for the membership including some expats in Mumbai,” shares Nongmaithem.

From the The Oberoi Rajvilas, Jaipur to Ramada in the UK, Aman resorts in Sri Lanka, a destination spa in Turkey to India back again, Nongmaithem’s work experience across different countries has exposed him to the varying trends of this industry.

For instance, in UK people are more inclined towards beauty treatments, specifically, result-oriented services like manicure, pedicure, spray tan.

Ayurveda is also very popular

in the UK since the treatment suits the cold climate. As for Sri Lanka, the concept of Ayurveda is slightly different from that of India for they use different herbs as compared to us, explains Nongmaithem.

Healthy hotels According to a research report by SRI International for the Global Spa & Wellness Summit (GSWS), the wellness tourism industry represents a US$ 439 billion market, or 14 per cent of world tourism expenditures and the growing demand for healthier travel of all breeds will lead this category to grow at nine per cent annually through 2017, 50 per cent faster than regular tourism. Moreover, the spending by wellness tourists is on an average 130 per cent more than regular tourists. To capitalitise on this potential, hotels are now seen offering a diverse range of wellness programmes apart from basic treatments, which is a trend good for the guests and for the business. “The spa industry has become competitive currently with guests demanding different experiences. Some international spas are even

According to a research report by SRI International for the Global Spa & Wellness Summit (GSWS), the wellness tourism industry represents a US$ 439 billion market, or 14 per cent of world tourism expenditures conducting special consultations, Chi Gong and Tai Chi – energy healing exercises, providing spiritual guidance and life coaches, to name a few. We

will soon see this trend reflecting in India as well. On top of this, in future people will be more focused in extreme wellbeing, anti-aging, preventive

treatments, metabolism, nutrition programmes and many more. The scope of spa will be much bigger,” predicts Nongmaithem.

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cover )

TECH

DELIVERY Constant changes are being adopted by Quick Service Restaurants to survive in the competitive market. This utilisation of intelligent technological advancements for their products is resulting in a positive growth story

BY KAHINI CHAKRABORTY

20 FOOD & HOSPITALITY WORLD October 1-15, 2015

(

THE MAIN FOCUS

T

he online food delivery market is growing at a fast pace. A report by Internet and Mobile Association of India (IAMAI) recently stated that online food delivery market in the country has witnessed an impressive 40 per cent growth in 2014, reaching `350 crore. It also highlighted that the food delivery segment has now witnessed a lot of traction, and it is not surprising that it is growing at a fast clip. Significantly, the online food delivery market constitutes 17 per cent of the overall other online services pie. Kedar Teny, director – marketing and digital, McDonald’s India – West & South highlights, “McDonald’s has therefore introduced a unique multilingual mobile app to enable consumers to place orders onthe-go and simplify the process of ordering food to a great extent. Today, it is important for brands to be present on multiple platforms and we therefore also have a web ordering system. Today of the mobile and web ordering contribute to 30 per cent of our revenues received from McDelivery service. We will continue to capitalise on technology initiatives to provide a relevant, contemporary customer experience.”

Another significant development in the quick service restaurant (QSR) segment, according to EatStreet, an online ordering provider, is that digital ordering is growing 300 per cent faster than the dine-in traffic. Focus on the use of technology for ordering has seen a boost and is on a rapid rise.

Home deliveries have increased by an average of 30 per cent of many players while online sales have seen robust increases across the board for QSR. “Going forward, there is going to be a tremendous emphasis on mobile innovations

such as apps that integrate loyalty programmes and convenient payment options to customers while placing an order online,” states Teny.

For Lite Bite Foods, in terms of business, around 17 per cent of the revenue is generated by app and online ordering. “For better understanding of the segregation, we can say that around three-four per cent of orders are generated by apps while the rest are placed through calls and online,” informs Sharad Sachdeva, CEO, Lite Bite Foods, adding that, “The company invests more than 45 per cent of their marketing budget for enhancing and expanding online ordering at the moment. We are also planning on launching our own food delivery app and change the ordering prospects for the business in the near future. Secure online wallets and ease of ordering is what we see as a big development in the next phase of the ordering space.”

Similarly Sanjiv Pandey, marketing manager, Subway Systems India says, “Subway is currently working towards introducing online ordering in India. However it will be some time before we are able to offer this option to our customers.

The long term plan is to have ordering apps that will be integrated with Subway's central remote order system.”

On the international front, according to Noah Glass, founder and CEO of Olo, the latest buzzwords in technology are geo-fencing, NFC, Bluetooth Smart or location-aware check-ins. Combined, these technologies and techniques make up a class called 'mobile presence technologies' that can communicate a customer's proximity to a restaurant location. The available technologies and techniques fall into two

segments which are automatic or user-prompted. With technologies such as Bluetooth Smart, Wi-Fi and geo-fencing, a restaurant’s branded mobile app can trigger an order automatically when the customer crosses a predefined perimeter or physically arrives on-site.

User-prompted techniques achieve the same goal by requiring the customer to check in or scan a QR code using their mobile device when arriving at the restaurant. Instead of an app automatically alerting the kitchen when a customer places a mobile order, the user does it at just the right moment: as they arrive at your restaurant, or when they are a few minutes away. Olo is a fully managed software as a service platform designed for multiunit restaurants of ten or more locations.

Glass opines that even though earlier many restaurant brands left mobile apps to their marketing or IT departments, the future demands a change in the strategy. A mobile app does increase brand awareness and loyalty, but these new tools are also a boon for operations.

Through the use of mobile presence technology, restaurants can perfect the operational timing needed to maintain perfect food and beverage quality. The technologies improve order accuracy by removing error-inducing steps from today’s person-to-machine-to-person-to-machine ordering process, all while further speeding service time and increasing customer happiness.

Growth processes According to Sachdeva, app ordering is at a very nascent stage at the moment. “We are facing a couple of challenges.

Sometimes, there is a discrep-

ancy in the orders placed by the customer and the order received at the outlet. But once this is done, we see app ordering to be feasible and better for the business as the customer satisfaction increases due to faster processing of orders. We see ourselves to be increasing the designated budget from 45 to 55 per cent in the next financial year,” he says.

Elaborating on the back-end flow and delivery processes, he mentions, “Once the order is placed through the app or call, it is sent to the kitchen team for processing. While the order is being prepared, we get in touch with our delivery agencies and update them about the delivery and generate the bill in the meanwhile. The customer gets a message with a link and they can check the status of the order. The last and the most crucial step in the process is customer feedback once the food is delivered. We take special care to take the feedback once the food is delivered.”

While on the McDelivery website or log-in to the McDelivery app, customers are prompted to select a nearest McDonald’s restaurant as per their address. After they place their order, customers are given an order number and the restaurants receive an alert on their system which is specifically allocated towards the McDelivery service. Once the order is accepted by our restaurant and is in process, customers can track their order. “We have observed that a significant amount of revenue received from McDelivery is being driven due to the online app and the online website and is growing very rapidly due to the e-commerce push.

However, as a global policy we cannot share the revenue break-up of our brand exten-

“Today of the mobile and web ordering contribute to 30 per cent of our revenues received from McDelivery service.We will continue to capitalise on technology initiatives to provide a relevant, contemporary customer experience” Kedar Teny Director – marketing and digital, McDonald’s India – West & South

“Secure online wallets and ease of ordering is what we see as a big development in the next phase of the ordering space” Sharad Sachdeva CEO, Lite Bite Foods

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cover )

“Subway is currently working towards introducing online ordering in India.

The long term plan is to have ordering apps that will be integrated with Subway's central remote order system” Sanjiv Pandey Marketing Manager, Subway Systems India

“Faasos is the first food- tech company to go app only as we realised 97 per cent of our customers were solely placing food orders via the app as opposed to online ordering” Jaydeep Barman Co-founder and CEO, Faasos

22 FOOD & HOSPITALITY WORLD October 1-15, 2015

sions,” points out Teny.

Faasos is in the business of food technology. It is the only vertically integrated food business in the country, Faasos technologically operates all the three important aspects of a ‘Food on Demand’ business, viz.

Ordering (the most convenient ordering app in the country), Distribution (availability of food across different cities) and Fulfillment (delivery through the company’s own logistics or delivery boys). Jaydeep Barman, co-founder and CEO, Faasos states, “We at Faasos aim to serve those people who, because of their fast-paced lives, end up not having four meals a day. Apart from delivering lunch and dinner, we recently expanded our product offering and are the first to deliver breakfast along with evening tea and snacks. We operate in 11 cities viz. Mumbai, Delhi, Bengaluru, Gurgaon, Noida, Pune, Ahmedabad, Chennai, Hyderabad, Indore, and Vadodara. Upon opening the app, customers can view the menu for breakfast, lunch, tea-snacks or dinner which is specific to their area. The menu displayed on the app is location centric and is tagged to a physical location, what we call a fulfilment centre. We have 140 fulfilment centres pan India.” While ordering through Faasos, once a customer places an order, it reflects at the nearest fulfilment centre. Depending on various factors such as preparation times, packaging and the distance between the fulfilment centre and the consumer location; delivery time reflects on the app (e.g. time taken to deliver a biryani is anywhere between 20 – 30minutes). For further convenience, consumers can also track their order on the app on real-time basis, do cashless payments, order meals anytime and relish the food items which change daily.

“The entire chain – from click to tap (clicking to place the order to tapping on the door for delivering the order) is seamless. We are the first company

in India to do so, thus making the entire experience user friendly and convenient for our customers,” opines Barman.

The company (Faasos) over the last six months has seen a substantial growth. At the moment, Faasos clocks nearly 10,000 orders a day pan India on the app and has recorded a month-on-month growth rate of 20-25 per cent. Faasos is also the first food- tech company to go app only as we realised 97 per cent of our customers were solely placing food orders via the app as opposed to online ordering.

Tech upgrade Technological advancements are imperative in the QSR industry today as they significantly simplify operations and

aid in providing convenience.

McDonald’s has therefore adopted technology to this end and has also deployed the D180 MPOS device in India to speed up the ordering process and ensure smooth business operations. HRPL has partnered with FortunePay, an innovative Indian payment and commerce company, to integrate the D180

by Bluetooth communication with Android tablets enabling McDonald's staff across West and South India to take orders from customers. “When the customers are in queue the Tablet Order Taker (TOT) takes the order and swipes the customers debit or credit card on a cashless hand held device.

This helps in reducing queues during peak hours and improves operational efficiency.

We are constantly looking at making use of technology effectively and our investments remain substantial

TOT is only activated during peak hours across high traffic restaurants. We are constantly looking at making use of technology effectively and our investments remain substantial.

We understand technology is a key enabler, however, as a global policy; we cannot share a break-up of our investments under separate vertical heads,” informs Teny.

Excluding bigger brands as McDonalds, Dominos and Pizza Hut, most of the QRS do not have any such application.

They are totally dependent on their resources and manual system. They are not much aware of the benefits of using IT in their sector. According to Sudhir Bhakri, sales manager, Foodera.in, an online food ordering portal, following are the benefits of the single point solutions that QSRs can use and reach out to the masses: Access to information: Customers can check their menu online and can place their order, thus saving involvement of their phone attendant Utilisation of resources: Menus can be updated on realtime basis and so as the offers.

This saves the time of QSR in explaining all the offers over phone Order management: QSRs do not need to panic for advance orders. Users can place their order in advance, which can be forwarded to them accordingly Cost benefit: They need not maintain huge servers and costly hardware at their premises. This SaaS based solution saves cost Customer database: Foodera facilitates QSRs in maintaining their customer's data online, which can be utilised for knowing their preferences, prior orders, sending promotional offers, etc.

“We have more than 300 outlets in Delhi and Gurgaon including restaurants and QSRs as US Pizza, Pizza Factory, The Grill, I Spice, King's Kitchen, 34 Chaurangi Lane, Chowrangee X-Press, Sanskriti, Chawlas

(

Square, The World of Aladin, Nawabs, Fresh Chicken, Just Punjabi, Kolkata Fast Food, My Food Factory, etc,” adds Bhakri.

(These QSRs do not need to make any additional setups, etc.). By adding restaurants in their database, one can start the services in just one day. Speaking on the cost saved from these solutions, he says, “The cost benefits would depend upon the scale of an outlet. Considering the application saves time of both the resources and hardware cost. This could be `2.5 lakh to `three lakh per annum besides the benefit of getting 30 per cent more orders.”

A few technological items that could be standard fare in the new world of QSRs: Touch screen ordering and transactions at the table: This is the future. Customers will order food and complete credit card transactions at the same place they eat their meal via touch screen digital ordering devices. While the restaurant saves money from a staffing perspective, customers are happier as orders will be more accurate and tipping (if applicable) will not require extra time crunching numbers.

The table as an information and entertainment centre: Digital devices at each table will also provide information about ingredients, diet and nutrition — something that is likely to soon be a legal requirement. These devices will not only be a way for customers to learn more about the food they are eating (and the brand they are buying it from), but also be used to entertain them with games and contests.

Integrated digital training platforms: The customer experience depends on well-trained employees. QSRs will meet the challenge of high employee turnover with video training and education systems delivered through classroom, in-store, or mobile channels. Many QSRs will also have digital training rooms where employees can learn via text, video, and audio the latest on everything from food preparation, personnel

THE MAIN FOCUS

● Enhance your customer's shopping experience by giving them better and quick services ● Great control on operations ● Automate procedures, thus cuts cost involved in manual work, and ● Secured means, no loss of sensitive data.

Challenges to overcome

management, and the latest regulatory requirements.

Intelligent drive-through: QSRs will link mobile devices to the drive-through window. By establishing a link between the store and the customer’s mobile device, QSRs will communicate with customers about promotions, sales, featured menu options, and loyalty programmes.

At a drive-through outlet, customers will swipe loyalty cards or scan a bar code from their phones allowing QSRs to track customers, incentivise, and reward brand loyalty.

Automated inventory management: Managing inventory is a headache, it is particularly challenging if retailers are managing multiple stores in multiple locations with something as perishable as food - time is literally of the essence. In the future, all QSRs will have automated inventory racks so management

always knows when and what to order.

QSRs are based on unique operational systems designed to provide customers with efficient and responsive services. The system consists of three interdependent subsystems: input, processing and output. The success of the operational system is directly related to the degree of cooperation and co-ordination among these three subsystems.

Any attempt to improve the efficiency, quality and responsiveness of the operational system must focus on these subsystems and their interactions.

Marketing strategies At present, Lite Bite Foods employs third party websites to host its brands on their portal and has social media handles to promote online and in-app ordering. “We send regular emailers to our clientele and also try

to tap into home-delivery and app ordering by providing attractive offers to our customers on home delivery. Apart from these, we also display the offers on tent-cards inside the outlets.

We create mobile-friendly content for our customers and work on our SEO and social signals for better results,” points out Sachdeva. With regards to McDonald's, the company aims to replicate the success achieved globally for its mobile and digital strategy in India. “We will further build our online platform as well, in order to enhance customer interface and we expect this momentum to continue in the years ahead,” says Teny.

What QSRs can do with retail IT solutions: ● Increase sales by influencing the purchasing decision of the users ● Increase profitability with better pricing and offers

Sachdeva strongly feels that one has to be innovative with the QSR business. “The old-beaten track doesn’t generally work well with QSRs. The initial challenge is to build a credibility and a brand image which people trust. Maintaining the quality service and improving delivery time, monitoring multiple outlets are some of the major concerns of the business from the supply perspective. The major concern of the customers is health and hygiene along with all the competition we face from the local players in the market. Also, the barriers at the entry level is very low as compared to CDRs and hence difficult to track,” he opines. While for McDonald's, Teny says, “We have been turning in profits for a while now so the issue is not so much about the profitability of the business as the need to balance profitability and expansion. Every new restaurant turns profitable after a gestation period of anywhere from two to three years. That is more or less predictable. Profitability also depends on macroeconomic issues such as management of inflation, GDP growth that brings new customers to the market and so forth. For example, in 2003, Indians were eating out roughly three times a month. In 2013, the number went up to 8.5 times.

During this period, GDP was also growing between six and nine per cent, which led to an increase in purchasing power. The footfalls went up and all of us were growing well. When GDP growth dropped to 4.5 per cent, consumption took a beating. So it is not just one factor but a combination of factors that drives profitability.”

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STRATEGY

HOME AWAYFROM HOME Homestays, a new wing of eco-tourism promoting the concept of shared economy and conservation of resources, is emerging as a source of livelihood and at the same time resulting in cross-cultural education

By Kahini Chakraborty

I

n a developing country like India, initially, the concept of formal and structured stays were non-existent as people used to stay either in homes or verandahs of villages and towns that came along the way. Structured stays were only opted by a

particular class of people with deep pockets. But now, overtime the concept of structured stays has become common and has been dominating the space for the past twothree decades. Ironically, today eco-tourism is being defined as conservation resorts

26 FOOD & HOSPITALITY WORLD October 1-15, 2015

or forest lodges that create stay facilities amidst natural surroundings and create various activities such as bird watching and nature walks in a package to attract tourists/travellers.

These places, depending on the level of services and facilities, offer

Structured stays were only opted by a particular class of people with deep pockets. But now, the concept of structured stays has become common

STRATEGY warding away insects in stay areas without compromising on the natural feel, quality of food and location of course, charging various premiums.

And today, traveller’s are willing to spend on eco-tourism but only as a one-off experience.

But will eco-tourism in developing nations like India have a brighter future than locations in developed countries? Vasudha Sondhi, managing director, Outbound Travels opines, “Eco-tourism is about preserving the environment and natural heritage.

In India, we have just scratched the 'tip of the iceberg' for domestic and inbound tourism. Our potential remains to grow this number exponentially. The question cannot be about 'will it have a bright future?' but is has to be 'what will our tourism future be if we do not quickly adopt and adapt ways to preserve our environment whilst still enjoying all that our great country has to offer?'. Most of the developed countries do have strong tourism policies in place. For example, farm tourism started in Europe and was then adopted by other countries almost 30-35 years ago. We started it in India roughly eight-10 years ago and yet have not reached any optimum level of awareness or promotions.”

Further providing her suggestions on the subject matter, Sondhi states that at one level there can be encouragement of school children to utilise one Saturday or Sunday in a month to do something with nature, either in the maintenance of forests/green cover, or setting of rodent traps/ observing insects (which are fast disappearing). At another level, let our tourism policies quickly look at how they can get some guidelines set for homestays and projects that are made keeping environment in mind. There may be guidelines, but they are still quite rigid. She adds,“For instance, if a residential property has been purchased through a personal home loan and after a few years the owner wishes to

According to Sondhi, almost all hill stations in India have homestays springing up. “In some instances, Indians who have second or third homes at either a beach or hill resort are converting the same to a homestay. It allows them to maintain their homes. I have experienced homestays in Uttarakhand, Coorg, Kodai, Mussourie, Bengaluru and Pondicherry,” she says.

Spending more time

The North-East states of India hold potential along with Chhattisgarh, Orissa. Any destination yet to be impacted by mass tourism in India is a potential place where long term eco-tourism models can be initiated convert the residence to a homestay, the process is quite complicated. I am a big advocate of homestays. Although I have been associated with top hotel brands that I have launched and sold in India, I feel that there is a growing segment who want experiences that only a homestay can provide. The numbers will never shrink for large hotels, there will be enough people who will want to experience the glamour of a five-star hotel but homestays will be for the more discerning traveller and/or the 'stressed and noised out' Indian traveller.”

28 FOOD & HOSPITALITY WORLD October 1-15, 2015

Prospective growth “Tourism creates jobs, but it does not necessarily lead to development,” feels Ashish Phookan, managing director, Jungle Travels India. He elaborates, “Eco-tourism creates jobs and provides a growing and sustainable industry relative to farming, hunting, or mining in countries with growing populations and shrinking wild lands.

In terms of possibilities and growth, the North-East states of India hold potential along with Chhattisgarh, Orissa. Any destination yet to be impacted by mass tourism in India is a potential place where long term eco-

tourism models can be initiated.”

On the regions in India that could see a growth in ecotourism, Yogendra Vasupal, CEO and founder, Stayzilla highlights that until sometime back places like Coorg, Kodaikanal, Bandhipur National Park, Kerala, Valley of Flowers Park, Uttarakhand, Andaman and Nicobar Islands, Gir in Gujarat, Rishikesh in Uttarakhand were popular eco-tourism places. But now as more places are opening up, the homes will become popular tourist spots (eco-tourist spots) e.g. Coorg, Kerala, NorthEast are waiting to be discovered as the next hotspots.

Phookan says, “When a tourist chooses to be a part of the up market niche tourism and avoid partaking in mass tourism, he or she will choose experiences of a more engaging nature. When preservation is in mind, he would surely choose a destination with eco–friendly experiences. For example, the Diphlu River Lodge in Kaziranga National Park, Assam. Although with an inventory of just 12 well appointed cottages built in 'close to nature' fashion, it attracts clients who seek more than just a couple of jeep and elephant rides inside the national park. It’s a perfect example of how a tourist can immerse and engage with nature.”

“Homestay places have few rooms, generally not more than 10-15,” states Sondhi, further highlighting, “I find that homestays are quite reasonable in India. In my opinion they should be priced at least 20 per cent more as you have so many advantages-extremely personalised service, usually the chef will always check what you would like to eat and make it fresh and it could also be produced from the garden, sometimes having the whole place to yourself, quiet and no stress of being with people all the time. The unfortunate fact about some of our tourists is also that once they pay for a room, they feel they can do anything in the room and there have been instances of some rooms virtually having to be refurbished again. In order to be attractive to a particular segment the rates have to maintained at a level to be unattractive to some segments.”

TECH TALK

Cutting-edge cup of cheer Teabox is an e-commerce tea company that has pioneered an innovative concept to market and create awareness of India's finest teas globally by leveraging on cutting-edge technology

By Sudipta Dev

E

stablished in 2012, Teabox is an Indian startup that is charting a different strategy in the traditional Indian tea marketplace.

The company, that today exports the finest Indian teas to more than 80 countries across the world is leveraging on technology to

reach a global audience and enable quick delivery.

Kaushal Dugar, founder and CEO, Teabox is proud of the fact that his organisation is run more as a technology company than a tea company. Dugar comes from a family that has been in the tea business for more than seven decades. “Having grown up in Siliguri with weekends spent in Darjeeling amongst the

lush green plantations, I realised over a period of time is that this is one industry that has not changed much in the last 100 to 200 years. In fact it is a legacy of the British Raj and things were being done the same way. I realised that what has not changed was its location in Bengal and far from innovation and tech hubs of Gurgaon, Chennai, Pune and

Kaushal Dugar

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October 1-15, 2015

TECH TALK Bengaluru. It was aloof from the rest of India, also people who are decision makers in the industry are 60 plus,” says Dugar.

Pointing out that even in today's age, between production to consumption, the time taken is between three to six months, which should not happen, he asserts that it should reach the end consumer in the shortest period of time. Dugar explains that there are five to seven intermediaries between the producer and the consumer (for example auctioneer, importer, retailer, etc). By the time the consumer receives his tea, no matter where he is in this world, most of its freshness has also gone as tea is a perishable product.

“I realised there could be a big business opportunity if I could deliver teas fresh within days of production to consumers from around the world. That was the genesis of Teabox,” adds Dugar. He started with Darjeeling teas as Darjeeling is one of the most well known Indian teas and people across the world are familiar with it.

Earlier the site used to be called Darjeeling Tea Express and within few months it got a lot of traction from English speaking countries such as the US, Canada, Australia and the UK. “Consumers who were connoisseurs and have been drinking tea for 20-30 years gave us the feedback that they were unaware that Darjeeling tea could be so good. That's when we realised the potential in the market and not just for Darjeeling tea but also Assam, Nilgiri, Nepal and Kangra teas,” he says.

Teabox became the first tea company in India to raise professional venture capital a million dollar seed round from Accel Partners (one of the world's leading VC firms).

“We want to emerge as India's leading global tea brand,” states Dugar, adding that, the value chain of the industry is such that they are very happy selling it to the next person and the supply chain. “Our focus is to deliver the world's freshest tea and leverage the internet to reach out to con-

sumers in more than 80 countries and in the process create India's first global brand.

Over the last two and a half years we have shipped more than 30 million cups of tea to customers across the world,” he mentions.

Following the funding, Teabox opened another office in Bengaluru from where marketing, technology, customer service operate. The company grew about ten times last year and raised about `40 crore from a global group of investors including a customer who is not just a hardcore tea connoisseur but also the founder of one of the world's largest private equity company.

Subscription engine Teabox recently launched a subscription system for tea enthusiasts and novices to solve the problem of tea discovery. “The kind of teas we deal with, only a few people

The whole solution is technology driven - it is a machine learning algorithm. An inhouse software developed by a team of product managers, engineers

30 FOOD & HOSPITALITY WORLD October 1-15, 2015

a re able to differentiate. Most people do not know what is a first flush, or what is a Muscatel,” reminds Dugar. Being a technology company, he and his team came up with a solution to solve the problem. “We started researching and realised that wine which is in certain ways a similar industry, people have used technology. We have created the world's first personalised tea subscription engine. While people might not know anything about tea they will certainly know about their taste and palate. We ask four-five questions which gives us an idea about of the customer's taste and palate. We ask what kind of chocolates they like (bitter, milk), smells (flowers, fruits, wet earth), all these questions help us build a personal palate profile of every

customer. On the tea side every single tea is analysed on 75 attributes. Once a customer gives his answers, our algorithm comes up with the answer that matches his palate almost 75 per cent.”

The machine learning technology breaks down subjective words like 'floral', 'sweet' and 'astringent' into over 75 quantifiable attributes.

The whole solution is technology driven - it is a machine learning algorithm. It is an inhouse software developed by a team of product managers, engineers and designers. The teas are sent in a beautiful curated box to the customer.

“Once you taste the teas you give us the feedback. The feedback again goes to the engine which now has a better idea of your palate profile. By the time the third and fourth subscription delivery is made, the tea selection is fine tuned as per the machine learning algorithm,” informs Dugar. The data of thousands of consumers who are giving feedback on a monthly basis is also compared. Over a period of time Teabox can give a tea to subscribers which is close to their taste than any other tea company in the world. “We recently tried for a patent as well,” adds Dugar. Teabox is looking at converting novices into connoisseurs of tea.

Being an industry where the consumption is primarly outside India, the company is looking at aggressively reaching new markets. Currently apart from the US, Russia is one of the biggest markets.

The company has just gone into China, and going forward will enter Korea and Japan.

Dugar informs that when Teabox enters new markets it creates an entirely localised website. People of Russian and Chinese nationalities work in its office in Bengaluru. “We have partnered with fulfilment centres in Russia so that using technology we can move the products faster and deliver quickly. For the next few years we want to increase focus in those countries as well as increase subscription to cater to a larger segment of tea enthusiasts and novices,” remarks Dugar.

Teabox exports 95 per cent of the production, and five per cent consumed in India.

The company is constantly investing in infrastructure. A few months ago the company opened the first cold storage for tea in Siliguri. According to Dugar there are four main enemies of tea - oxygen, light, moisture and temperature.

And if all these four elements are not arrested within 24 to 48 hours of production, the quality of tea and freshness deteriorates. At Teabox, tea is got directly from plantations within 24 to 48 hours. Quality control and cleaning is done and then the tea is stored in cold storage in vacuum packs at -5 degrees. “Even if the tea is consumed after two years it is as good as produced yesterday. We are only able to do that because of our presence at source and our investment in technology and infrastructure,” he says.

Teabox is also looking at the hospitality space in the near future, in particular highend luxury hotels in India and overseas. New innovative packages and accessories, corporate gifting are the other new initiatives. Next January, Dugar is also looking at opening kiosks in select locations in India and overseas.

CAMPUS NOTES

Grooming future leaders Institute of Hotel Management (IHM), Kolkata has a strong brand identity as east India's premier hospitality education institution. Ranjit Chaudhury, principal of the institute talks about the changing preferences of students and the need for the industry to take good care of its trainees

By Sudipta Dev

O

ne of the oldest hospitality management institutes in the country, Institute of Hotel Management (IHM), Kolkata was established in 1963. As the premier hospitality education institution of eastern India, in the last five decades it has produced many entrepreneurs, industry leaders and academicians who have contributed significantly to the industry and made their alma mater proud. Ranjit Chaudhury, principal, IHM Kolkata, himself an alumnus of IHM says, “I am very proud to be a part of this IHM family, first as a student and then as principal of the institute. My vision and endeavour is to be the most admired hospitality management education centre for future leaders of the hospitality industry.”

IHM Kolkata is making a significant contribution towards developing talent for hospitality industry in east India. The institution has a strong brand identity in India's hospitality education sector. “It is different for its rich strength of experienced faculty members, state of the art labs and tremendous scope to showcase the art and skill of the students through different events which are managed by the students under the leadership of able faculty members,” states Chaudhury, pointing out that the faculty members are good coach managers not the cop managers.

Changing trends There have been a few interesting trends recently in terms of student profile and preference. Chaudhury concedes that

Ranjit Chaudhury

there is a paradigm shift of change of thoughts which is quite evident. “Earlier students used to run for engineering, but now it’s different. I have seen in spite of scoring good rank in engineering entrance, they are opting for hospitality management and are joining this profession with good amount of ideas about their future professional life,” he states, adding that, it is a positive trend for the hospitality sector.

IHM Kolkata alumni are working with leading hospitality chains across the country, and also other sectors. The institution takes pride in its placement cell which is headed by the head of department under whom four junior faculty members operate.

“For the year 2011-12 and 2012-13 IHM Kolkata was adjudged and awarded Best Placement Performer among all IHMs (52 nos.) under NCHM by Ministry of Tourism, Government of India,” states Chaudhury with pride

mentioning that they are hoping for a similar honour in the year 2013-14 and 2014-15, results of which are awaited.

He, however fails to accept the trend of brilliant students leaving the industry after twofive years, despite excellent campus placement. “While talking to students after their industrial training and pass out students, I find the HR policies need to be looked into. Main issues raised by them, which are very important, are the salary structure and duty hours for both trainees and fresh graduate by the hospitality industry, be it a small or a big chain,” he says, admitting that many hotel chains do not pay minimum wage (of skilled or semiskilled labours) to their employees who are graduates. “I on many occasions hear from the employers that the students lack in management skills or technical skills. I have no hesitation to admit that in our syllabus we

emphasis more on skill than management inputs. To bridge the gap and make our syllabi internationally acceptable, NCHM has tied up with Lausanne Hospitality Consultancy of EHL to find the gap between our syllabi vis a vis syllabi followed internationally. The new syllabi will emphasis more on business and management studies for students not specialising Food Production,” he says. For Food Production, skill part will be more with some emphasis on business and management studies. “The new syllabus will impart sufficient inputs to students to become entrepreneur, if they do not want to continue in the industry after a few years. I shall be eagerly watching the reaction from the industry once the first batch comes out through changed syllabus, in terms of their placement and salary structure,” he states. Chaudhury's appeal to the industry is

to take good care of industrial trainees as most students lose interest in the industry during the training period. “The industry should feel the responsibility to develop their own future human capital and help institutes in developing it,” he asserts.

The institution has been conducting Hunar Se Rozgar Tak (HSRT) training for several years now. IHM Kolkata has from time to time been involved in other projects. For instance, in June 2015, they conducted 'in situ' training for the staff and managers of West Bengal Tourism Development Corporation on hospitality, guest handling, menu items, etc. They have also undertaken consultancy services for renovating and refurbishing VVIP guest house, guest rooms, dinning area and canteen of Damodar Valley Corporation at their head quarter. They have also done consultancy services in setting up VVIP rooms, student hostel rooms, dining room and kitchen of Indian Institute of Foreign Trade at Kolkata campus.

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MOVEMENTS Courtyard by Marriott, Gurgaon Courtyard by Marriott, Gurgaon has appointed Chef Deepak Yadav as the new pastry chef for the hotel. He will be responsible for the overall bakery and confectionary section of the hotel ensuring quality and excellence in the depart-

ning, F&B standard operating procedures and understanding and implementing food safety compliances. Prior to this appointment, he served as executive sous chef at Grand Hyatt, Mumbai.

Brigade Hospitality Services

Manipal and abroad. He was awarded the fellowship of the prestigious Institute of Hospitality, UK (FIH) in 2001 and is a member of the Royal Society of Health, (MRSH).UK. He has triple Masters in marketing, tourism administration, philosophy and also pursuing the Doctoral Degree in hospitality and tourism.

Radisson Blu Plaza Delhi

Chef Deepak Yadav

Jyoti Dogra

ment. He holds a Diploma in Bakery & Confectionary from Centaur Hotel, New Delhi and has worked with quality hotels and restaurants such as Courtyard by Marriott, Kuwait City, Marriott Jaipur and SETz at DLF Emporio Delhi.

Brigade Hospitality Services has appointed JYOTI DOGRA as its new head of marketing with immediate effect. She will be responsible for promoting and advertising all brands directly under the parent brand with a major focus on convention centres, clubs, industrial catering, club resort and a soon to be launched baking venture.

Prior to this, she worked with The Mövenpick Hotel & Spa Bangalore, where she was the director of the MICE segment.

Prior to this, she was a part of the pre-opening team of The Ibis & Novotel Techpark Hotel Bangalore and also headed the north Mumbai sales for The Leela Hotel in Mumbai.

JW Marriott Mumbai Sahar

Chef Amitesh Virdi

Le Cordon Bleu School of Hospitality at G D Goenka University

CHEF AMITESH VIRDI has been appointed as the executive sous chef at JW Marriott Mumbai Sahar. Chef Virdi began his culinary journey in 1999. With 14 years of experience in the industry, he brings to the table, his expertise in kitchen operation, deployment and training, equipment plan-

PROF THARAKAN has been appointed as the dean of Le Cordon Bleu School of Hospitality at G D Goenka University, NCR, New Delhi.

He has been actively involved with the research education and training for the past 35 years in various capacities at Welcomgroup Graduate School of Hotel Administration,

32 FOOD & HOSPITALITY WORLD October 1-15, 2015

Radisson Blu Plaza Delhi has appointed ADITYA SINGH as director for sales and marketing, who will be spearheading the room sales, catering sales, marketing and revenue divisions in addition to building and honing a dynamic sales team. Recently, he was associated with Kempenski Ambience Hotel, Delhi as director of sales and marketing.

Prior to that he also headed sales and marketing for properties like The Grand, JW Marriott (Chandigarh), Hyatt Regency Delhi, etc.

Ascott MYLA CACERES has been appointed by Ascott as director of sales and marketing for its Thailand properties. Caceres has over 20 years of experience working with numerous hotels in the Philippines, Thailand and Vietnam. Prior to joining Ascott, she was director of sales and marketing for Dusit Thani Bangkok. She has completed her Bachelor of Science in Hotel & Restaurant Management from La Consolacion College, Mendiola Manila, Philippines and Master of Communication Arts in Public Relations from Bangkok University, Thailand.

New World Saigon Hotel New World Saigon Hotel has appointed MIGUEL DE MELO as director of food and beverage. With over 15 years’ professional experience in Asia, Europe, the Middle East and United States, Melo speaks six languages – Portuguese,

Aiana Hotels & Resorts LLC Aiana Hotels & Resorts LLC has appointed MURLIDHAR RAO as senior vice president, operations. Based out of the Qatar Financial Centre in Doha, Qatar, he will utilise his 30 years of expertise in hotel operations, project development, renovation, pre-opening processes and owner relations to support the brand’s growth strategy. His last project was The Sanchaya in Bintan, Indonesia. He holds a first class honours diploma in Hotel Management from Bombay’s Institute of Hotel

English, German, French, Spanish and Italian. Before joining New World Saigon Hotel, Melo held a variety of positions, such as director of food and beverage, assistant director of food and beverage, consultant and assistant operation manager, and spent the last eight years working with a range of international groups, such as Hyatt, Hilton and Starwood.

Anantara Vacation Club Anantara Vacation Club has appointed IVY CHEE as director of marketing alliances – travel and leisure and PAUL LIM as director of marketing alliances. In her new role, Chee will seek out new opportunities for Anantara Vacation Club to develop partnerships with travel agencies, tour operators, attractions, luxury travel networks and others. She will also work to evolve Anantara Vacation Club’s dynamic digital platform. Lim will be based out of Anantara Vacation Club’s corporate office in Bangkok. Lim has more than ten years of industry experience developing strategic affiliate marketing programmes and partnerships, most recently with the Australia and New Zealand Banking Group.

Management, Catering Technology and Applied Nutrition and an Honours Certification for Intermediate Level of HACCP (Hazard Analysis and Critical Control Points).

Sabre Sabre has appointed HANI JOAKIM as senior vice president of hospitality solutions product development. Joakim has been with Sabre for 19 years, serving Sabre Airline Solutions in a senior technology leadership role for the last eight years. He was most recently vice president of the e-commerce digital platform and technology services for Sabre Airline Solutions. In support of Sabre Hospitality Solutions, he will serve as the technology lead for largescale hotel migrations to the SynXis Enterprise Platform.

Prior to joining Sabre, he was with Air Canada, where he led several large software development initiatives.

Etihad Airways Etihad Airways has appointed SAJIDA ISMAIL as vice president service and hospitality. Ismail will be responsible for the design of Etihad Airways’ signature service at all customer touch points.

She will also be responsible for the development of training standards for all staff working inflight and at airports, lounges, and crew training centres.

Prior to joining Etihad Airways in 2007, Ismail worked for Gulf Air for 20 years.

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weekend

Scene and heard

With Marcellus Baptista

Bistro cheer

Anuraag Bhatnagar and Ashish Soni at the Chivas 18 'Crafted for Gentlemen' night at St Regis Mumbai

Bespoke beauty SIMPLY SPLENDID WAS what it was as Chivas 18 premium Scotch whisky and bespoke designer Ashish Soni in conjunction with the newly-launched luxury property The St Regis Mumbai presented the concept of artisanal soirees titled ‘Crafted for Gentlemen.’ Cohosted by Atul Kasbekar and Anuraag Bhatnagar, GM, St Regis Mumbai, the evening was aimed at bringing alive the art of bespoke tailoring and its nuances as they are manifested through Ashish Soni’s tailoring studio. To showcase this unique abstraction, the designer and Chivas 18 screened a short film that highlighted the journey of bespoke services from when the concept was created to today. The talk was that the alliance with Chivas 18 is synchronous for this concept as the multilayered blended whisky has been specially crafted for gentlemen, similar to the presentation that Ashish Soni has created.

RESTAURATEUR A D SINGH had his hands full once again as he launched Olive Bistro at Oberoi Mall in Goregaon. What you witnessed was the signature Olive Bistro joie de vivre present in four other outlets around the country as also a fresh and contemporary vibe. Guests soaked in the distinctly playful and friendly character of the Olive Bistro brand with the feel of a quaint European-bistromeets-chic-New York-bar. The all-day menu, you learnt, offers a well-priced mix that includes comfort food along with lighter, healthier options.

Seen on opening night were Rahul Bose, Ujjwala Raut, Upen Patel, Karishma Tanna, Anu Agarwal and Zeba Kohli among others who admired the food truck.

Ujjwala Raut and A D Singh at the launch of Olive Bistro at Oberoi Mall

Milton Alatorre and Rajesh Israni at the Patron party at Kipos

Tequila high IT WAS ALL VERY informative and intoxicating as Aspri Spirits hosted a master class for Patron spirits at Kipos in Bandra. Milton Alatorre, Regional Director of Marketing & Commercial Strategy Asia Pacific for Patrón Spirits International was there to conduct the class with an interactive session including anecdotes about the brand and tasting of some of the finest tequilas. Four variants of the spirit were sipped and savoured. The master class was followed by an after-party where guests enjoyed Patrón tequila, the ultra-premium luxury spirit handmade in small batches, smooth, delicious and mixing flawlessly into any cocktail. You heard that from the highest-quality Weber Blue agave plants grown in the highlands of Jalisco in Mexico to the centuries-old distillation process and the signed, handcrafted glass bottles, Patrón is produced with unparalleled attention to detail.

French connection

THE CHEER WAS on at Asilo as Atout France, France Tourism Development Agency, concluded its annual road-show ‘Rendezvous en France’ with a delegation of French tourism professionals interacting with the media and key personnel from the Mumbai travel trade. Representatives from Air France, Rail Europe, the Paris Convention and Visitors Bureau, Accor Hotels, Cesar Palace Paris, Disneyland Paris, Compagnie des Alpes-Parc Asterix, Futuroscope, Grevin, The Gate Collection: Luxury and Lifestyle Hotels Paris, Le Cordon Bleu, Deauville Tourisme, La Baule Tourist Office, Picardy North of France, Champagne-Ardenne Tourism, Dijon Tourist Office, Rhône-Alpes Tourisme, Riviera of Your Dreams: Cannes & St Tropez, Key Promotion International (DMC), Marseille Convention and Visitor Bureau, Mondoramas Incoming (DMC), Midi-Pyrénées Tourist Board, Carcassonne World Heritage, Lourdes & Lisieux: Tourism & Spirituality in France, Lourdes Hotel Services and Globus Family of Brands were present. An Indo-French fusion menu, fine wines and champagne plus premium sprits added to the elegant affair.

Atout France team at Asilo

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weekend

E V E N T S

NOTABLE ACHIEVEMENT Michael Dominic (centre), director, CGH Earth

ANNIVERSARY CELEBRATIONS Indian actor Prosenjit Chatterjee (second from left) cutting a cake to mark Novotel, Kolkata Hotel & Residences' first anniversary celebration

receiving the National Tourism Award from Pranab Mukherjee, (left) president of India, for Coconut Lagoon, Kumarakom in the category of Best Heritage Classic Hotel, and Subramaniam P (right), GM, Marari Beach, receiving the award for Marari Beach in the category of Best 3 Star Hotel in India at a function held in New Delhi

SKILL DEVELOPMENT A special skill training programme was launched by ENHANCING KNOWLEDGE Les Clefs d’Or India – Western Region conducted a workshop on the emerging role of a concierge at Sophia Polytechnic, Mumbai

Harsimrat Kaur Badal, union minister for Food Processing Industries under the Pradhan Mantri Kaushal Vikas Yojana at the Assocom Institute of Bakery Technology & Management, Greater Noida through video conferencing

INNOVATIVE MEETINGS Radisson Blu Hotel New Delhi Paschim Vihar has announced a meetings and events programme specifically developed as a means to improve the effectiveness of meetings

CULINARY TRAILS L-R: Anil Mulchandani, food critic, Mayuresh Deodhar, director sales and marketing, Crowne Plaza Ahmedabad City Centre, Chef Saransh Goila and Chef Pranav Joshi at the unveiling of Chef Goila’s debut book ‘India on my Platter’ at Crowne Plaza Ahmedabad City Centre

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FOOD & HOSPITALITY WORLD

October 1-15, 2015

REGD.WITH RNI NO.MAHENG/2012/42381, REGD.NO.MH/MR/SOUTH-383/2013-15,PUBLISHED ON 2ND & 17TH EVERY FORTNIGHT, POSTED ON 2, 3, 4 & 17,18,19 OF EVERY FORTNIGHT POSTED AT MUMBAI PATRIKA CHANNEL SORTING OFFICE.