Puneet Chhatwal harmonises IHCL's exponential rise with Tata's timeless values.
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Dear Readers,
Presenting the inaugural issue of Soul of Hospitality—or SOH as we call it. But before I dive into the whys and wherefores of the magazine, let me introduce you to its parent company. Soulinkk World-Wide Media. Soulinkk. Two syllables that form the DNA of this venture and its creations. Emotion, intelligence, intensity, passion, energy… All these distilled into one powerful word— Soul. And ink—which is quite self-explanatory. Together, they tell you what drives us— passion, fuelled by commitment to excellence and thoroughness.
As a media company, Soulinkk aims to be a crucible of creativity by developing an atmosphere conducive to imaginative thinking and a spirit of inquiry. It won’t matter who is right, but what is right. And we will never lose sight of the fact that content reigns supreme.
We’ve chosen, as our logo, the quill— that iconic writing tool—for precisely these reasons as it is imbued with symbolic meaning associated with intellect, knowledge, wisdom and perceptive discourse. This zeal aligns seamlessly with the intent to add value to the media industry, by crafting content that transcends mere information, aiming instead to inspire our diverse readership. The high editorial standards we hope to achieve will go hand in hand with superior production quality.
That, in a nutshell, is what Soulinkk World-Wide Media will strive towards, creating a media company that India is proud of. A media company made for the world by India.
The pursuit of excellence embedded in Soulinkk’s DNA will naturally percolate to whatever it creates—whether it is powerfully crafted content or transformative encounters that resonate deeply with our audience's aspirations and desires.
Which get us to SOH, Soulinkk’s first brainchild.
I believe that the hospitality sector is yet to be acknowledged in its full glory as a contributor to this country’s economic landscape; as a factor that can shape a town, a city, a country, and as something that touches lives intimately.
At SOH, we aim to illuminate the dynamic world of hospitality with a focused lens on Business, Travel, and Culture. This threepronged approach will explore and celebrate the intricate layers of this sector, blending trade and business insights with lifestyle narratives.
We put a spotlight on those who are in the business of legacy-building. We bring them closer to the broader audience underscoring their leadership and contributions to the economy at large. Our focus spans from ever-evolving consumer behaviours; and everything in between the world of travel and hospitality.
This route, we hope, will create connections and empowerment, and bring the business of hospitality closer to the common man. Insights that will inspire and prompt investors to reach out, help a hotelier take the right decisions, nudge a talented youngster to act on his predilection for the culinary arts, and bridge the gaps in the current industry landscape.
I am delighted to present our inaugural edition. Being the first, it holds a special significance. What makes it even more remarkable are the distinguished individuals who grace its pages. We begin with Puneet Chhatwal, MD and CEO of IHCL, representing the iconic Tata Group—an organisation that has long inspired me in the realm of business excellence. I extend my heartfelt gratitude to Puneet Chhatwal, who, despite his preference to avoid the limelight and his commitment to highlighting his team’s efforts, has graciously agreed to be on the cover. Additionally, we feature a special with Bollywood megastar Shah Rukh Khan, exploring how travel sparks his creativity and shapes his perspectives. In short, we are honoured to have two Badshahs in our inaugural edition. Furthermore, the presence of the honourable CM of Goa, Pramod Sawant, and insights from industry leaders in India and globally, including Keshav Suri's perspectives on LGBTQA++ issues, significantly enhances the value of our debut.
And lastly, a big shoutout to the team at SOH. They’ve weathered a roller-coaster of a ride, typical of birthing something new: brainstorming sessions, long nights, frayed nerves, doing, undoing, redoing… and come out tops on the other side. An extra big thank you to all of you!
GURMEET SACHDEV gurmeetsachdev@soulinkkworldwidemedia.com
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SOH Magazine
SOH Magazine
She loves getting lost in the music, experiencing the magical blend of light, movement, and colors with sound.
SONGJUKTA BANNERJEE
Storyteller, father, and adventurer. Finding inspiration in life's journeys, crafting narratives of discovery and resilience.
SHIV SONI
Faces in monochrome, tales in the ordinary, and beauty in every abstract shape— that's his world through a lens.
ROHIT GUPTA
A world of vibrant hues, minimalist lines, and sans serif soul, grooving to indie beats, and chasing after epic food spots—it’s all gourmet goodness!
TANVI SHAH
Her world of words, narratives and storytelling extends to include two dogs, one cat, a view of palm trees from her study desk, music, and dreams of one day writing a book, or two.
DEEPALI NANDWANI
Arguably most accurately described as a rather flailing flaneur who travels as much as possible, Suman Tarafdar doubles as a Delhi based hack who funds the aforementioned by writing and researching SUMAN TARAFDAR
Beyond writing, she finds inspiration in music and travelling, and loves exploring nature.
RACHNA VIRDI
Appreciates the authentic, the aesthetic, and the richly nuanced, be it in f&b, design, heritage, luxury, or the arts.
PRIYA PATHIYAN
Give her a pen, a book, her family and the warmth of the hearth, and she is good.
PRAVEENA SHARMA
Rupali loves travel, history, and a good story. She also has a thirst for crime fiction and true crime. Happiest with books and dogs!
RUPALI SEBASTIAN
Kunal loves to travel and finds his inspiration in cinema and music. Dislikes gloomy weather.
KUNAL GUPTA
ED'S LETTER
For too long, the Indian hospitality and travel industries have lacked the coverage they deserve. The creativity, innovation, and scale of these sectors are often overlooked, resulting in banal and pedantic portrayals that fail to capture their dynamism.
SOH (Soul of Hospitality) aims to bridge this gap by blending vivid storytelling, thorough research, and expert analysis. Our vision is to highlight the ingenuity and expansive nature of hospitality and travel, enriched by local stories that exemplify broader trends.
While planning our first edition, we discussed numerous industry issues and the personalities shaping its present. One name stood out: Puneet Chhatwal, IHCL’s CEO & MD. Our cover story tracks the transformative changes he has led and captures his insights on the seminal shifts defining the future of hospitality.
We feature top industry leaders outlining their visions; GMs of leading hotels in Kashmir providing data-driven insights on the resurgence of tourism in the region; and an Owner’s Handbook where Architect Bobby Mukherji offers expert advice on creating profitable, design-led ventures. Manav Thadani shares strategies for breaking conventional norms to maximise restaurant profitability.
Indian icon Shah Rukh Khan offers a nostalgic view of his travel experiences, adding a human touch, providing hoteliers with valuable insights into consumer preferences.
This edition is packed with in-depth market analysis (Goa) and trends redefining hotels, from adaptive hospitality to chef pop-ups, opportunities presented by villa rentals, and why investing in gin can add to your bar’s bottom line.
The idea is to elevate the conversation around hospitality and travel, making it more inclusive and forward-thinking. We hope our readers find this edition both enjoyable and enlightening, setting the tone for what they can expect from SOH in the future.
Warm regards,
DEEPALI NANDWANI, EDITOR, SOH
Founder and Publisher
Gurmeet Sachdev
Editorial
Editor Deepali Nandwani
Contributing Editor Suman Tarafdar
Managing Editor Rachna Virdi
Contributing Writers
Rupali Sebastian
Priya Pathiyan
Praveena Sharma
Columnists
Manav Thadani
Jaideep Dang
Creative
Creative Director Tanvi Shah
Team Songjukta Banerjee, Shiv Soni
Contributing Artists Rohit Gupta, Kunal Gupta, Shashank Gautam
Sales Manager
Deepa Rao
Social Media Manager
Rishabh Chakravorty
Office Manager
Deepak Rao
Accounts Head
Amey Acharekar
For queries:
editorial@soulinkkworldwidemedia.com sales@soulinkkworldwidemedia.com info@soulinkkworldwidemedia.com
Printed and Published by Gurmeet Sachdev on behalf of Soulinkk World-Wide Media LLP. Registered office: 1/2, Old Anand Nagar, Nehru Road, Santacruz East, Mumbai, Maharashtra - 400055. Printed at Parksons Graphics Pvt. Ltd., Plot No. E-20, MIDC, Taloja Industrial Area, Pendhar Village, Navi Mumbai - 410208. Editor: Deepali Nandwani. All rights reserved worldwide. Reproducing in any manner without prior written permission prohibited. SOH takes no responsibility for unsolicited photographs or material all photographs, unless otherwise indicated, are used for illustrative purposes only. Unsolicited manuscripts will not be returned unless accompanied by a postage pre-paid envelope. All disputes are subject to the exclusive jurisdiction of competent courts and forums in Mumbai only. Copyright Soulinkk World-Wide Media LLP.
Under Puneet Chhatwal, IHCL has transformed into a high-growth enterprise and continues to break new grounds.
164
Pop-ups offer unique gastronomic adventures
Luxury hotels are banking on chef pop ups to draw in guests to their properties.
54
Profit by design
Architect Bobby Mukherji on how well-informed decisions pave the way to a profitable hotel venture.
172
A movement called ‘Gin-aissance’
A bar well-stocked with gins could pay huge dividends to hotels and restaurants.
72
SRK’s primer to travelling the world
Shah Rukh Khan on how travel sparks his creativity and why he believes cities have a soul.
154
Luxury villa rentals
Villas are posing a stiff competition to luxury hotels in the leisure market. Are luxury hotels prepared?
78
Goa Tourism's Future
Goa's struggle with lowspending tourists and infrastructure issues indicate that reinvention is a necessity.
136
NYC gets the first urban Aman resort
Our design story takes you inside Aman Resort's first urban property in New York.
62
The Pink Economy
The hospitality and travel industries need to wake up to the potential of the vibrant LGBTQIA++ community.
In a world increasingly driven by climate concerns and the movement against animal abuse, the one Michelin Star Indian vegetarian fine dining restaurant explores the future of sustainable and plant-based dining.
DEEPALI NANDWANI
What would a checklist for a great restaurant look like?
Ambience? Good food? Attention to detail? Innovation?
Avatara, the world’s first Indian vegetarian fine dining restaurant to have won a Michelin star, checks all the parameters.
The Dubai-based restaurant from Passion Group (which also owns Trèsind Studio and Bistro Aamara) has just opened its Mumbai outpost. Within its plush interiors are an expansive wine bar, two private dining spaces, walls embossed with abstract ocean sculptural elements and mermaid
paintings, invoking the city and its intimate relationship with the sea.
While the Dubai flagship serves a 16-course degustation menu, in Mumbai the menu features 14 courses. It eschews the oft-featured mushrooms, eggplant, paneer, onion and garlic, focussing instead on unusual flavour profiles. Chef Sanket Joshi, who heads the Mumbai kitchen, says, “Onion and garlic have an overwhelming flavour profile that can dominate the flavours of other vegetables. The challenge lies in cooking vegetarian cuisine without them.”
Of the 14 courses, 11 are referenced from the menu of the Dubai flagship, while three pay homage to Mumbai.
Avatara’s biggest innovation, in my view, is its inventive use of largely ignored vegetables, at least on restaurant menus: karela, turnips and jackfruit, as well as unknown ingredients such as the sea buckthorn that's native to the mountain regions of India. Avatara is a perfect blend of familiar ingredients served in a modern form, suffused with flavours that are comforting and yet surprising. The thought I was left with: ‘Can my
karela taste as good?’ Or ‘How can the thukpa feel so comforting and yet redolent with flavours I have rarely experienced before?’
Chef Joshi says, “Chef Himanshu Saini (who helms two Michelin starred Trèsind Studio) and Chef Rahul Rana (who heads Avatara in Dubai), sought to challenge existing norms by serving soulful vegetarian food, cooked using interesting techniques and presented beautifully. The journey from the first course to the last is meant to be transformative as you explore and discover different flavours, the sensation of hot and cold served together in the same dish, and the many ways in which the vegetables have been used. The idea we want to convey through the food and plating is that Indian vegetarian food can also look pretty and taste exquisite.”
While every course was a revelation, among my favourites on the menu were:
Naivedhya or offering to the gods, featuring the soft as a cloud Makhan malai, popping mishri, and panchamrita.
Alpahara or bhindi (okra) stuffed with a rather subdued Maharashtrian chili thecha, alu vadi topped with flowers from Uttarakhand and sol kadhi with kokum-infused green apple.
Karuvelvilas (bitter gourd), which is layered hot and cold, sweet and bitter—a ghee roast karela served with mango sambhar gelato and dosai crisps in floral shape.
Panasa or jackfruit stuffed into a momo and served in a sea buckthorn thukpa, bursting with tangy and sweet flavours.
Bal Mithai, an Uttarakhand classic. This version, by Chef Kamlesh Singh, Avatara’s mithai chef, is low on sugar and high on the goodness of rich, creamy khoya of the mithai.
The restaurant has paid equal attention to the non-alcoholic beverage menu with interesting brews such as the delicate Kashmir
Kehwa kombucha; Berry Chang made from fermented rice and berries; Alphonso Kvass, a Russian fermented drink infused with Alphonso mangoes; and my favourite, an almond milk chaas (buttermilk) served with lime, fresh mint, a secret spice mix and ginger. Ingredients such as vegetables, millets and spices offer limitless possibilities. In a world where a climate crisis and the growing movement against animal abuse are motivating people to adopt a more sustainable plant-based lifestyle, Avatara explores what the future of dining could look like.
If you have ever wondered what a great hotel or an independent bar programme should look like, and what Indians like to drink, 30BestBarsIndia 2023 has the answer.
The Indian alco-bev industry is witnessing an upward trend with each passing year and is currently estimated to be worth more than $50 billion a year—a large part of which is dominated by the Indian Made Foreign Liquor (IMFL) and Indian Made Indian Liquor (IIML). To study consumer trends and preferences in alcohol, a survey of independent bars, restaurant bars and hotel bars from 12 major cities
across the country was conducted by 30BestBarsIndia, the annual bar ranking platform, in association with The Outlier, a content forward public relations firm. The survey, titled, ‘What India is Drinking 2023’ brings to light the tremendous evolution of the Indian bar industry in the last decade.
Vikram Achanta and Radhakrishnan Nair, the founders of the 30 Best Bars of India comment
in the survey, “The rapid flow of international brands into the Indian market in recent times has been more than matched by the tremendous upsurge in the launch of Indian spirits’ brands across sectors, by entrepreneurs, mid-sized companies and even multinationals. This, in turn, has been driven by the variety-seeking consumers attracted by the high liquid quality, and strong brand stories. Bars and bartenders, too, are revelling in this opportunity to expand their potential offerings as it gives them more flavour profiles to work with for their cocktails, as also more premium spirits to serve their guests.”
The survey is based on the sales pattern of major alcohol brands across different categories in the premium, on-premise segment in alcohol and non-alcoholic categories, spread over 125 bars in leading metros in the country. The report highlights the upsurge in the demand for Indian spirits and the launch of spirit brands by Indian entrepreneurs, mid-sized companies, and multinationals, and is matched with the rapid flow of international brands in the Indian market.
Largely based on the preferences of the drinking habits of Indians who visit 125 bars across the country, the survey offers a preview of the rapid rise in premiumisation in the drinks industry in India.
Consumers give as much weightage to international brands with a substantial pedigree as to local and home-grown brands.
The brands that have invested in on-trade promotion and strong linkages with the bartending community have benefitted the most.
GIN
Bengaluru - Greater Than
Delhi - Hendrick's
Goa - Greater Than
Kolkata - Bombay Sapphire
Chennai - Bombay Sapphire
Mumbai - Bombay Sapphire
Pune - Bombay Sapphire
INTERNATIONAL
WHISKY
Bengaluru - Jameson
Delhi - Jack Daniels
Goa - Jameson
Kolkata - Jameson
Chennai - Jack Daniels
Mumbai - Jameson
Pune - Jim Beam
VODKA
Bengaluru - Grey Goose/ Absolut
Delhi - Grey Goose
Goa - Absolut
Kolkata - Absolut
Chennai - Absolut
Mumbai - Grey Goose
Pune - Absolut
COGNAC & BRANDY
Bengaluru - Hennessey
Delhi - Hennessey
Goa - Hennessey
Kolkata - Hennessey
Chennai - Martell
Mumbai - Hennessey
Pune - Hennessey
INDIAN WINE
Bengaluru - Sula
Delhi - Fratelli
Goa - Sula
Kolkata - Fratelli
Chennai - Sula
Mumbai - Sula
Pune - Fratelli
PREMIUM INDIAN
WHISKY
Bengaluru - Woodburns
Delhi - Woodburns
Goa - Woodburns
Kolkata - Antiquity Blue
Chennai - Royal Challenge
Mumbai - Woodburns
Pune - Royal Stag
RUM
Bengaluru - Bacardi
Delhi - Bacardi
Goa - Bacardi
Kolkata - Bacardi
Chennai - Bacardi
Mumbai - Bacardi
Pune - Bacardi
INDIAN BEERS
Bengaluru - Kingfisher
Delhi - Bira
Goa - Kingfisher
Kolkata - Kingfisher
Chennai - Kingfisher
Mumbai -Kingfisher
Pune - Kingfisher & Bira
INTERNATIONAL BEER
Bengaluru - Corona
Delhi - Corona
Goa - Corona
Kolkata - Corona
Chennai - Corona
Mumbai - Corona
Pune - Corona & Hoegaarden
BLENDED SCOTCH / BLENDED MALT
Bengaluru - Johnnie Walker
Delhi - Johnnie Walker
Goa - Johnnie Walker
Kolkata - Johnnie Walker
Chennai - Chivas Regal
Mumbai - Johnnie Walker
Pune - Johnnie Walker
INTERNATIONAL
SINGLE MALT
Bengaluru - Glenfiddich
Delhi - Glenfiddich
Goa - Glenfiddich
Kolkata - The Glenlivet
Chennai - The Glenlivet
Mumbai - Glenfiddich
Pune - Glenfiddich
AGAVE
Bengaluru - Jose Cuervo
Delhi - Patron
Goa - Jose Cuervo
Kolkata - Corralejo
Chennai - Camino
Mumbai - Jose Cuervo
Pune - Camino
SPARKLING WINE
Bengaluru - Moet & Chandon
Delhi - Moet & Chandon
Goa - Moet & Chandon
Kolkata - Moet & Chandon
Chennai - Moet & Chandon
Mumbai - Moet & Chandon
Pune - Moet & Chandon
“Gin is the most transformative category in the spirits space. Its sophisticated marketing and branding has made it a popular choice in spirits, and contributed to the growth of the cocktail culture in India,” states What India is Drinking 2023. The local brands’ investment in product quality and experimentation with indigenous botanicals and flavours to create distinctive gins, puts them in the category of choicest drinks.
Top Gin Brands: Bombay Sapphire, Greater Than, Tanqueray, Hendrick’s, and Roku.
Top Indian Gin Brand: Greater Than.
With several home-grown rum brands emerging, a rum revolution is on the horizon in India. The spirit is finding its space both as a versatile base for delicious cocktails and a neat sip in the Indian alcohol scene. Its consistent quality makes it a preferred drink by cocktail lovers. Whether white, dark, gold, spiced or limited edition, rum is liked by Indian drinkers in different forms and flavours.
Top Rum Brands: Bacardi, Old Monk, Captain Morgan, Short Story, Flor De Cana.
Top Indian Rum Brand: Old Monk.
This clear and colourless distilled spirit blends seamlessly and acts as a perfect base for cocktails and mixed drinks. Although European vodka brands dominate the Indian market, we have one Indian homegrown brand making its mark in the top 10—Short Story (#7). While traditional vodka has always been popular in India, distilling craft vodka has surfaced on the landscape in recent times.
Top Vodka Brands: Grey Goose, Absolut Vodka, Smirnoff, Ketel One, Belvedere.
Top Indian Vodka Brand: Short Story.
Agave is slowly coming into its own in India, and popularly appears in cocktails in the premium space and also as a sipping spirit. For the uninitiated, agave is the plant from which mezcal and tequila are made. While mezcal can be made from any kind of agave, tequila is made from Blue Weber agave. In India, the available brands are limited to either lower or higher-end labels, with the middle ranges spanning around five to six brands.
Top Agave Brands: Jose Cuervo, Camino, Patron, 1800.
Top Indian Agave Brand: Desmondji.
The realm of Single Malt Whisky has undergone a remarkable global evolution. International Single Malts have flourished, blending tradition, innovation, and cross-cultural influences.
In India, a burgeoning middle class with a growing affinity for premium spirits has fuelled the surge in popularity of International Single Malts. Glenfiddich holds a commanding lead as India’s favourite international Single Malt, renowned for its affordability and accessibility.
Top International Single Malt Brands: Glenfiddich, The Glenlivet, Talisker, Glenmorangie, Laphroaig.
Based on data released by the Scotch Whisky Association, India has overtaken France to become the UK’s largest market for Blended Malt and Scotch Whisky in terms of volume. An important category in the Indian alco-bev market, Scotch whisky is seeing an upward trend with a focus on Highballs, with a few brands even catering to this trend with their mixer labels. The survey sees a higher representation from across the BIO (Bottled in Origin) and BII (Bottled in India) segments, with Monkey Shoulder
being the sole blended malt.
The world’s largest scotch whisky, Johnnie Walker tops the list in the blended scotch landscape. With an evolution in India’s palate and passion for experimentation, the Blended Scotch Whisky segment is expected to see tremendous growth in popularity.
Top Blended Malt and Scotch Brands: Johnnie Walker, Chivas Regal, Monkey Shoulder, Ballantine’s, Dewars.
India’s Single Malt industry is an intriguing subplot that’s grabbing attention. Award-winning Indian whiskies are revolutionising India’s whisky scene. Their international acclaim has sparked a newfound appreciation for local brands among Indian whisky enthusiasts. This shift in preference is reshaping alcohol consumption habits in the country.
The surge in Indian single malt sales, which reached 281,000 cases in 2022, reflects a growing consumer preference for highquality, domestically produced spirits. As more consumers prioritise locally made products, the journey of Indian single malts is only just beginning.
Top Indian Single Malt Brands: Paul John, Amrut, Indri, Rampur, Godawan.
With a big shift towards a refined drinking experience, consumers now have a strong focus on quality, thereby seeking premium spirits. Whereas the market was almost exclusively dominated by Scottish brands till about a decade ago, Irish, American and Japanese whiskies are gradually making their presence felt in a big way, and hence this separate category in the survey. This indicates that international whisky brands, which were celebrated as luxury products at one time, are now becoming more accessible. Irish and American brands are the dominant players in this category. The maturation techniques, intricate flavour profiles, and cocktail concoctions ensure that the market for international whisky brands will continue to remain in high spirits.
Top International Whisky Brands: Jameson, Jack Daniels, Jim Beam, Hibiki, Toki.
Within the whisky landscape, premium whisky brands are catering to the evolving tastes of consumers with high-quality, refined spirits. With this premiumisation on the rise, brands can differentiate themselves via the use of a range of different international whiskies in the blend, international blenders, and a focus on casks and maturation. With top-end premium Indian whisky consumers aware of entrylevel Scotch brands, there is an increasing need for high-quality
brands to catch the consumer’s fancy. The top premium Indian whiskies are a mix of old and new, with multinationals such as Diageo and Pernod dominating the list.
Top Premium Indian Whisky Brands: Woodburns, Royal Challenge, Blender’s Pride, Signature.
With multiple experimentations and innovations happening in the last decade, there is an impressive range of international labels and Indian names being added to the wine portfolio. New varietals such as Nero D’Avola and Grillo with varied flavours have been introduced to the Indian market.
The study shows that the millennial generation being far well-versed in their beverage preferences, are cosying up to wines.
With experiential activities such as wine tours and trails being held by Indian brands, wine lovers are slowly nudging towards domestic wines.
Top Indian Wine brands: Sula, Fratelli, Grover Zampa, Big Banyan, York.
From popular Goa and New York to off-thegrid Baku and Guwahati, the Indian traveller’s choices meld the traditional and the offbeat when it comes to exploring. Team SOH analyses Google Search’s new data.
The most searched domestic destinations by Indians include:
• GOA
• DELHI
• MUMBAI
• BENGALURU
• SRINAGAR
Indians have shown a robust enthusiasm for travel , both domestically and internationally. A recent analysis of Google search data reveals fascinating insights into the preferred destinations of Indian travellers.
• PUNE
• PATNA
• KOLKATA
• LEH
• CHENNAI
• AHMEDABAD
• LUCKNOW
• VARANASI
• GUWAHATI
• BAGDOGRA
While travel to metros such as Delhi, Mumbai, Chennai, Ahmedabad, Kolkata and Pune is a blend of business with leisure, the uptick, according to Google, is seen in leisure destinations. Goa remains a favourite, particularly after the recent aim to diversify tourism experiences. Srinagar presents a range of unique experiences that are hard to find elsewhere. In Leh, the Nimmu-Padam-Darcha road serves as the third axis, connecting the city to the rest of the country. Guwahati, nestled alongside the mighty Brahmaputra river, is a rapidly growing metropolis— the largest in the region and one of the fastest growing in India. Despite its inevitable development, Guwahati retains a charming atmosphere. The city boasts a mix of old temples and new museums, showcasing the rich culture and heritage of its warm, welcoming people. The vibrant food and nightlife scene, enhanced by the flavours of indigenous cuisines, further enriches the experience.
REGIONAL PREFERENCES
Different cities in India have shown unique travel preferences:
Indians also explored less conventional routes, including:
LUCKNOW TO GANGTOK
LUCKNOW TO PUDUCHERRY
MUMBAI TO LEH
PUNE TO GOA
SRINAGAR TO MUMBAI
DELHI TO SHIRDI
DEOGHAR TO KOCHI
LUCKNOW TO IMPHAL
AGRA TO JAIPUR
GAYA TO CHENNAI
NASHIK TO VARANASI
The global tourism market is expected to reach $16.9 trillion by 2024, with significant contributions from India's burgeoning youth travel sector. By 2030, Indians are projected to be among the top global spenders on travel. The preference for unusual destinations such as Baku and Guwahati indicates a strong desire for both adventure and cultural exploration, driven by accessibility and evolving travel policies of various destinations.
Indian tourists make up 1.2% of total international tourists worldwide. Countries with the highest number of Indian tourists (in millions):
Sources: Bureau of Immigration, Government of India
Captain’s Cellar, the most ambitious wine bar in India, located within the freshly restored Taj Mahal, New Delhi, ushers in a new era for wine connoisseurs.
Oenophiles can rejoice.
Arguably the largest wine bar in India has opened in Delhi. With over 160+ wines, 44 of them by the glass, Captain’s Cellar is a wine lover’s haven.
The bar has opened at Delhi’s flagship hotel of the IHCL group, Taj Mahal, New Delhi at Mansingh Road, which was recently restored and refurbished. Here, from red to white and rosé, fruity, acidic, nonacidic, new world, old world, Pinot
Noir, Chardonnay, Sauvignon Blanc, Pinot Gris, Riesling and, of course, Champagne, there’s a dizzy array of bottles and their intricate labels.
“If you look at the market, there isn’t a wine bar,” points out Arun Sundararaj, Director of Culinary Operations, Taj Mahal, New Delhi.
“We see a growing affinity for it.” He underscores the fact that unlike the rather daunting image wine bars have in the country, Captain’s Cellar offers a relaxed ambience in which
you can enjoy wine. “It’s a journey. When you get into the theory of the subject, it is never-ending. You can play with it, you can combine it with something, understand, have conversations around it. You will build a memory just by being here.”
A contemporary wine lounge inspired by traditional wine cellars, Captain’s Cellar seems to be an open invitation for anyone looking for a relaxing time. The name—Captain’s Cellar—is a nod to an earlier bar (Captain’s Cabin) that existed in the hotel, where Rick’s is today. Incidentally, Captain’s Cellar has also replaced a former restaurant in terms of its location, opening up where Wasabi was.
160 wines from across the world. 44 wines on tap, the first for India.
The Enomatic Wine Dispenser allows you to buy wine by the glass.
Wine by the glass starts at ₹800 and goes up to ₹2,500.
The most expensive bottle is that of Dom Pérignon, Rosé (2006) priced at ₹80,000.
Captain’s Cellar is spacious and amply loungey in feel, with sink-in sofas in soft to brilliant pastels interspersed with striking cushions, chaise lounges, curvy chairs, and wooden tables with a rustic touch. The interiors have a clean crisp look, with both the floor and ceiling getting new finishes.
There are a couple of PDRs—for old-world wines and the new-world wines. Between the two is a cigar lounge offering 200 varieties of cigars. At the core is a beautiful bar, shimmering in emerald hues.
The layout and décor have lots of touches of nostalgia for times gone by—a globe, a telescope, murals, diverse art in a range of mediums, soft lighting—just perfect for a hangout. The design boasts of engineered timber flooring, vaulted brick ceilings and cast-iron details, thoughtfully paired with a variety of furniture, eclectic art, a patio and some informal seating.
Incidentally, different parts of the bar are named after some of the top wine-growing regions of the world—Napa, Moselle, Rhone, and even Akluj. The seating ambience, especially the art in each area, is reminiscent of the region they are named after.
For those wishing for other forms of alcohol, there’s a glimmer of hope. While the idea is to promote wine here, says the culinary director, there is a limited selection of other fine spirits available. “I do have a whisky, but I don’t have 25 whiskies.” Patrons would, of course, remember that the just renovated Rick’s is located a level above.
The star is the Enomatic Wine Dispenser, which allows you to pour
wine by the glass while keeping it fresh by replacing oxygen with argon, which prevents the wine from getting oxidised. You can, of course, pour in different measures, 15, 50 and 150 ml. To note—15 ml is free, however many you sample.
Sundaraj compares the experience to an ice cream parlour, where sampling is free and can be extensive. As he says, “The beauty is that you don’t have to stick to one drink, you can keep exploring.” Tapas-style plates, immaculately presented, accompany the wines. “It’s just finger food, and it’s fun. You can finish your whole evening eating snacks with your drinks.”
Of course, the venue is also open for parties or corporate events.
The hotel plans to go all out to promote it as a space where wines stay firmly centre-stage. “It’s a casual space. We have tried to make wine affordable. The pricing is such that it is viable for us and the guest.” With per glass starting from just ₹600 and going up to ₹2500, the prices seem to be designed to lure wine lovers and those seeking to explore wines. If you happen to be in the city and want to explore a range of wines, this is the best opportunity to date.
Augmented or adaptive hospitality is helping hotels meet guest aspirations better, and expand the share of ancillary revenue in their toplines.
DEEPALI NANDWANI AND PRAVEENA SHARMA
In the last two years, the ideas of ‘bespoke’ and ‘boutique’ have taken root and luxury hotels are championing experiences around inclusiveness, local cultures, conservation and other values of the new global order. While OTT will always be in, luxury hotels built to suit the global pop culture and appeal to an Instagram-led woke generation, are trending. In the quest for experiences, travellers have grown to expect more than just a comfortable bed and a view. They plump for hotels that offer a narrative which extends far beyond plush
accommodations and service. In reaction to this demand, more hotels are taking an adaptive approach to programming and diversifying their revenue by embracing an intersection of wellness and hospitality, IP music concerts and such. Hotels are transforming into part hotel, part gastro-destination, part workspace, part wellness, part creative hub, and part members’ club. This transformation not just offers guests an abundance of choices but encourages them to linger and spend on-site, and taps into the innate need for communal spaces.
TOP: In the quest for experiences, travellers plump up hotels that offer a narrative which extends far beyond plush accomodations and service. And hotels provide guests with an abundance of choices, and encourage them to linger and tap into the innate need for communal spaces.
So, what is adaptive or augmented hospitality?
For long, the definition of adaptive hospitality was limited to design aspects, according to which hoteliers were orienting their properties to suit the sensibilities and aspirations of their guests.
A mansion, a palace or a heritage building would get transformed into a hotel to offer guests the feel of old-world luxurious and royal living. Hotels adapted these structures to provide an upgraded level of service that went much beyond rooms.
Steven Gobain, American hospitality analyst and founder of Travellers Network says, “Technology and the internet have given us access to so much information that we can research, compare, and make informed choices about how we travel. The traditional package holiday is struggling to accommodate this desire to experience more, particularly since young travellers have resisted the rigidity of handing their experience over to a
travel agent. However, they would like a more easy way of making choices than having to trawl through millions of websites and articles. They are looking for ways to streamline their booking process without sacrificing the quality of their experience. An increased demand for quick, tailored, all-in-one holiday booking provides a further challenge to a hotel industry already struggling to win back business from thirdparty channels.”
Globally, adaptive hospitality has stretched to include value-added amenities, facilities and activities. It spans customised experiential services and calendar events, which generate a higher revenue for hotel operators.
It is helping hospitality businesses look beyond Revenue Management System (RMS)—a tool used to manage room pricing— to propel their profitability. These adaptations to consumer preferences by hotels are hooking guests to stay on longer or make more frequent room bookings at these properties.
Fundamentally, when experiential or customised services—ones that create indelible experiences for guests—are not just one-off offerings but recur enough times to encourage guests to go back to a particular hotel, they can be termed as adaptive hospitality.
Rattan Keswani, former deputy managing director of Lemon
Tree Hotels believes adaptive hospitality invariably emanates from the attempt of an asset manager of a real estate company trying to push up the net yield or return per sq ft.
“They are now getting hotels to adapt larger restaurant spaces (for optimal utilisation). During the day, it (the restaurant) becomes a WeWork (co-working) kind of space. In the evening, it flips over (to a fine-dine space). So, they are trying to find multiple opportunities to optimise its use and improve the yield from
that space,” says the author of Check In Never Check Out, an autobiography on his life and times in the industry. Keswani believes continuous and wellplanned calendar events that go further than being a branding and marketing exercise have a force to inspire loyalty in guests.
Applauding Marriott International’s loyalty programme Marriott Bonvoy, Keswani affirms that the hotel’s events calendar, adapted for sports, art, music, culinary, art and other experiences, has managed to pique
Hotels, internationally, have expanded their revenue sources beyond the stay and suites.
Marriott is expanding into experience offerings with their investment in PlacePass, a search engine that powers ‘experience’ recommendations for guests on the Marriott website and app.
Across all its properties Accor offers high-precision, tailored wellness and skincare services that blend ancestral techniques with cutting-edge neuro-aesthetic practices and wellness-tech innovations. The group partners with leading beauty brands to create intimate experiences that embody the spirit of each destination.
Four Seasons Resort Nevis, (Nevis is a Caribbean island) has unveiled a culinary odyssey on the destination’s sun-kissed shores. "We believe in creating culinary memories that transcend borders,” says Antoine L’homme, F&B Director. “Through our diverse culinary programming, we are providing our guests with an immersive experience that transports them around the world without leaving the shores of Nevis. From creative cocktails inspired by the island’s surroundings to authentic sushi, Mexican and Caribbean experiences on the beach, there is something to savour for every palate.”
Accor is negotiating to acquire a 63% stake in Potel & Chabot with a revenue of €130million in 2023. Potel & Chabot caters to prestigious events such as corporate events for multinationals, major sporting and cultural events, such as the French Open, hospitality events such as 24 Hours of Le Mans and Saut Hermès, and private events in exceptional venues such as Pavillon Gabriel, Pavillon Cambon, Hôtel d'Évreux and Pavillon Dauphine.
At Hilton Worldwide, Adam Crocini, VP and global head of F&B is reimagining services at all the company’s brands—from the familyfriendly Hampton Inn to the luxe Waldorf Astoria. Crocini is creating more chef partnerships in the hotel restaurants. José Andrés, Michael Mina and Nancy Silverton are already established in some Hilton properties, but “we have thousands of hotels around the world and thousands of opportunities for talented chefs”, he says. The goal is to create more destination restaurants and signature dining experiences. He estimates that revenue due to these specialised F&B experiences could be up by about 35% in the near future.
Dubai is home to luxurious hotels that are best placed to offer experiences that differ exponentially. The emirates biggest luxury hotel group, Jumeirah, is raising the bar on dining experiences at all the hotels. They have recently engaged new chefs for marquee restaurants such as the Al Muntaha at the Burj Al Arab, and the restaurant (French with Mediterranean influences) led by former Arpege Paris chef Saverio Sbaragli who has just won a Michelin Star. “We are actively looking at the HNI market in India that will come here for more reasons than F&B and get acquainted with our brand of Emirati hospitality, with a focus on customised detailing,” says Miet Saelens, head of global corporate communications.
Smaller boutique hotels are wellplaced to offer experiences that span art and design. In the heart of Naples’ Vergini district in Italy is Atelier Inès Arts & Suites, a boutique hotel which was once home to famed Neapolitan sculptor and artist Annibale Oste. Each of the spacious guest bedrooms is furnished entirely with Oste-produced works, including headboards, wardrobes, and light fixtures. Many of these sculptures and paintings were previously showcased in leading museums and galleries across the world.
the interest of the guests and yield good returns.
“Members (of Marriott Bonvoy) have many opportunities (of participating in an event). When the events become continuous they help the hotels to make sure (loyalty) card-holders do not hold on to points, which is a liability for the company. It (loyalty points) gets constantly burnt even as
Bonvoy customers feel (privileged) they are being invited at much lesser point or price value,” says the hospitality doyen.
According to Keswani more hotels should adapt such scheduled events to their guests’ expectations. “Should they (hotels) do it? I would say, yes. Is it being done enough? I would say maybe, not”.
Sujit Sawant, a senior executive at the Taj Holiday Village Resorts in Goa, says that typically, the ratio of room and ancillary revenues of a hotel with 100 rooms is 65:35, so India is getting on to the augmented or adaptive hospitality bandwagon. “Imagine a 100-room hotel with interesting food and beverage options. Your revenue split would be around 65% from rooms, 30% from food and beverages and 5% from other sources of revenues,” he adds.
Despite the best intention of the Indian hospitality industry
to adapt their services and properties to offer superlative experiences, Manav Thadani, founder-chairman of hospitality consulting firm Hotelivate, says very few have been “able to pull it off”.
To a large extent, adaptive hospitality entails personalising or customising services and offerings to meet every guest’s desire to immerse themselves in exclusive experiences. It, therefore, requires a huge investment in talent and new ideas. That is where industry players stumble.
The hotel industry is currently in the throes of severe talent crunch. Many hotel employees, who were either fired or had quit the industry during the pandemic, have not returned, creating a gap between demand and supply of quality talent.
“The minute you are offering personalised services you need quality talent, which is today stretched. People are not joining the hotel sector. Millennials, today, have very different thoughts on what they want to do. The hospitality sector has not been able to make itself attractive enough (to them),” says Thadani,
“Millennials today have very different thoughts on what they want to do. The hospitality sector has not been able to make itself attractive enough (to them).”
MANAV THADANI FOUNDER-CHAIRMAN, HOTELIVATE
IHCL has brought down big dining brands such as Paper Moon to Goa, launched its food delivery service, Qmin, and offers highly localised experiences in various destinations.
Leela Palaces, Hotels and Resorts has hosted Jazz Nights, an annual polo match called The Leela Maharaja Sawai Man Singh Polo Cup, an evening of luxury and bonhomie, partnered with art and literature festivals such as the Indian Art Festival and the Jaipur Literature Festival, and launched a well-thought-out wellness cuisine programme in its city hotels.
The Oberoi hosted The Oberoi Concours d’Elegance at The Oberoi Udaivilas, a showcase of the finest vintage and classic automobiles and motorcycles. The Oberoi Concours d’Elegance was set against the majestic backdrop of Lake Pichola and the traditional domed architecture of the resort. It celebrated the craftsmanship of the distinctive vintage vehicles owned by Indian royalty and private collectors.
referring to the recluctance of young professionals to join the industry.
Hotels are putting their best adaptive foot forward but not all of them get it right. Thadani feels that luxury hotels can do it best because of their financial muscle and pricing power. “For regular hotels, you check in with a lot
less expectation. Usually, these adaptive or experiential services are more in the higher segment of the hotel industry,” he says.
A few hotels such as Leela Palaces, Hotels and Resorts and The Indian Hotels Company Limited (IHCL) have begun redefining their offerings to attract footfalls and revenues.
Boutique hotels such as Evolve Back offer personalised experiences of the destinations they are in. In Hampi, besides heritage walks across the atmospheric ruins of the Vijayanagar Expire, the hotel ropes in a historian and storyteller to narrate the tale of the great empire to guests seated in a room lit up by flickering candles and the sound of music. The hotel has just added a hot air ballooning experience over the destination, in collaboration with E Factor, to offer a bird’s eye view of Hampi.
With their considerable spending power, Indians are seeking out experiences. This desire could see Indian hotels adapt quicker to the global trend.
Puneet Chhatwal has transformed the fortunes of IHCL,
one of India’s oldest brands. Today, the group continues to
break new grounds. He reflects on his journey as the leader
of the hospitality behemoth and the lessons learnt.
DEEPALI NANDWANI
CREATIVE DIRECTOR TANVI SHAH
PHOTOGRAPHED BY ROHIT GUPTA
Watching Puneet Chhatwal walk through the sun-burnished lobby of Taj Cidade de Goa, greet a familiar guest, interact warmly with his team, and adjust his stylish threads for SOHʼs cover photoshoot, paints a vivid picture of a leader who seamlessly blends warmth and professionalism.
When Chhatwal became CEO and Managing Director of IHCL, the 120-year-old hospitality group was at a difficult juncture. Despite being India's largest hospitality company by market capitalisation and respected for its values, IHCL had accumulated significant debt and dealt with seven years of losses.
Today, IHCL’s transformation journey is driving shareholder value as evidenced by its market capitalisation, which has increased from over ₹15,000 crores in March 2018 to over ₹ 90,000 crores as on June 21, 2024, a 6x growth. This places the hospitality behemoth among the top hotel companies by market cap. For IHCL (then known as Taj Hotels Palaces Resorts Safaris), Chhatwal was the right man at the right time. Before joining IHCL, he was the CEO and Member of the Executive Board of Steigenberger Hotels AG – Deutsche Hospitality, bringing over four decades of leadership in Europe and America’s hospitality markets.
Reflecting on the time he took over, Chhatwal tells SOH, “In its 120-year history, there have been several turbulent periods—world wars and global financial crises. But the brand's continued resilience and ethos convinced me that this phase, too, shall pass.”
For IHCL to overcome its challenges, the leadership needed a clear strategy and effective communication. Chhatwal says, “Besides that, we needed to execute, execute, execute! COVID-19 derailed us for a year and a half, but we bounced back strongly. Things are going very well now, and I see no reason for that to change in the future because everything is working really well.”
The strategy, by now, is the stuff of legends.
Chhatwal is known for challenging the status quo, for instigating change in stagnant environments. This was evident when he assumed the role of CEO at IHCL, fully aware of its iconic stature. He knew he had the work of re-imagining the group cut out for him.
He remembers the sojourns to Machan, Taj Mansingh’s 24- hour restaurant for the famous Kona coffee. “I grew up in Delhi and as a teenager, I frequented Taj Mansingh. I also have fond memories of visiting Taj Mahal Palace in Mumbai, capturing the iconic Gateway of India in photos like everyone else. Additionally, I was acquainted with Taj’s properties in London and
New York. Taj served as the catalyst for my entry into the hotel industry, and life came full circle when I eventually began working for it.”
He mentions a few things that make IHCL and its brands such a venerable organisation:
Number one, the brand, Taj is iconic.
Number two, when you serve Taj, you don't just serve a hotel company, you serve the nation.
And finally, the opportunity for transformation was immense. Even minor adjustments began yielding significant results rapidly.
“In my first four, six, eight weeks of being here, we went in a fast-forward mode. We had the strategy ready in the first four weeks,” he remembers.
Under Chhatwal, IHCL transformed from a ‘branded house’ to a ‘House of Brands’ as he monikers it.
The reason for dividing the business into different segments under the larger umbrella brand was clear.
“The Taj Group’s founder, Jamsetji Tata, named the company Indian Hotels Company Limited, with Taj Mahal Palace, Colaba, Mumbai opening in 1903. At that time, India was economically challenged. After independence, the focus shifted to development. Today, India is the fifth-largest economy in the world, and it is slated to be the third largest. India is growing at a faster rate than the top 10 nations in the world. Creating an umbrella brand was essential to honour Jamsetji Tata’s vision and the country's aspirations. We shortened Indian Hotels Company Limited to IHCL and grouped all brands under it, allowing them the independence to stand on their own, mature, and grow.”
The strategy of blending owned and managed properties under an balanced portfolio policy, creating strong brand architecture, and emphasising 'Tajness' values of trust and innovation has paid off. IHCL defines 'Tajness' as a feeling and emotion, highlighting that the heritage and service culture has paid off for the group, and how.
While Taj hotels continued with iconic hotels in key Indian and international cities, few Vivanta hotels
Creating an umbrella brand was essential to honour Jamsetji Tata’s vision and the country’s aspirations. We grouped all brands under IHCL to allow them the independence to stand on their own and mature.”
From a 30-hotel portfolio, the Taj Hotels brand has grown to a portfolio of 100-plus hotels either in operation or under development.”
were migrated to Taj, that which were on completion of the necessary product renovations. The Vivanta brand was successfully repositioned as upscale, and Ginger, the group’s budget offering was over-hauled and re-imagined in the lean luxe segment. IHCL is re– introducing Gateway, a full-service hotel offering in the upscale segment, an ideal fit to capture growth opportunities in emerging micro markets in metros and Tier II and Tier III cities.
The strategy aims to boost profitability by enhancing luxury and high-margin offerings, including food experiences. “At its heart are iconic assets such as Taj Mahal, New Delhi, setting benchmarks in the luxury space,” says Chhatwal. He emphasises blending legacy with contemporary offerings, stating, “Our iconic hotels are pivoting to introduce high-margin products and services. This approach strategically repositions our assets to maximise profitability per square foot while offering unparalleled experiences.”
The businesses have been segmented into Vivanta (upscale), Ginger (lean luxury), amã Stays and Trails (homestays), and SeleQtions (distinctive hotels), while retaining luxury hotels, resorts, and palaces under the
Taj brand. The group has formed a sales and distribution alliance for Tree of Life, an experiential brand owned by the Ambuja Neotia group, which will enhance their presence in the experiential boutique hotels space.
“From a 30-hotel portfolio, the Taj Hotels brand has grown to a portfolio of 100-plus hotels either in operation or under development. The revenue from the Taj Hotels brand exceeded what used to be the company's revenue almost three years ago. The other brands will take another five to seven years to mature.” says Chhatwal.
Taj has been recognised as India's Strongest Brand across sectors for the fourth time and the World's Strongest Hotel Brand for the third time in 2024 by Brand Finance, points out Chhatwal.
“Receiving the recognition in its milestone 120th year is testament to the brand’s century old legacy of pioneering destinations, setting global benchmarks and showcasing Indian hospitality to the world. This achievement underscores the trust and affection of our guests and the steadfast dedication and commitment of our colleagues in delivering warm and sincere service, a true hallmark of Taj. Having demonstrated accelerated and responsible growth, Taj aims to lead in fostering a sustainable and inclusive future for the hospitality industry.”
6,952
The profit was led by 17% growth in revenue, which stood at ₹6,952 crore in FY’24.
90,000
Today, IHCL’s transformation journey is driving shareholder value as evidenced by its market capitalisation, which has increased from over ₹15,000 crores in March 2018 to over ₹90,000 crores as on June 21, 2024, a 6x growth. This places IHCL among the top hotel global management and brand ownership companies by market cap.
1,259
1,588
IHCL’s New Business vertical, including re-imagined Ginger, Qmin, amã Stays & Trails, The Chambers (management fee), and TajSATS, generated revenue of ₹1,588 crore.
The consolidated net profit for FY’24 grew 26% on a Y-o-Y basis to ₹1,259 crore.
200+
The premier home stay amã Stays & Trails offers a portfolio of 200+ bungalows, with 40 bungalow openings in FY2023-24 alone, which cater to the rising demand for experiential travel and immersive local experiences.
2,340
The company generated earnings before interest tax depreciation and amortisation of ₹2,340 crore and reported a margin of 33.7% in FY’24.
IHCL’s consolidated revenue grew by 17% Y-o-Y and PAT grew 26% in financial year 2023-24.
IHCL's portfolio is 310+ strong and 53 new deals have been signed when we last checked.
22 hotels have opened their doors in FY2023-24.
For Q4, FY’24, the revenue stood at ₹1,951 crore, up by 18%. EBITDA was up 25% and stood at ₹706 crore with PAT at ₹418 crore, up by 27%
Consolidated revenue grew by 17%, led by 19% growth In-room Revenue and 12% growth in F&B.
IHCL has commenced a five-year capital deployment plan from FY’23 to FY’27 totalling ₹3,500 crore towards key asset upgradation, building capabilities and select new projects.
The rebranding of Ginger resulted in a 25% increase in room rates, boosting IHCL's financial performance.
4,000
The partnership with CG Hospitality will help IHCL explore opportunities in the Himalayan region and the Indian Ocean. Their new platform, Ekyam, will feature a portfolio of 11 existing IHCL properties and a plan to onboard another 14 hotels, including resorts and wildlife lodges in Dubai, India, Maldives, Nepal, Bhutan, and Sri Lanka. The total investment under the Ekyam platform is estimated at around ₹4,000 crore.
IHCL unveiled plans of Taj-branded residences in collaboration with Chennaibased Ampa Group. The project, comprising 123 residences priced from ₹6.5 crore to ₹19 crore each, will feature five signature restaurants, including a rooftop dining experience and signature Taj services.
J Wellness Circle, with over 85 spa and wellness centres worldwide, is betting heavily on the wellness tourism market.
IHCL's FY’25 expansion plans include opening 25 hotels in locations such as Jamshedpur, Nagpur, Patna, Dehradun, Puri, Srinagar, Goa, Cochin and Bhutan.
The launch of the re-imagined Gateway brand has been announced, featuring 15 hotels scheduled to open in the coming years, with four debuting in 2024. The Gateway brand is spearheading expansion into Tier 2 and 3 towns, along with emerging micro-markets in metro cities.
IHCL’s strong F&B brands such as Golden Dragon, Harbour Bar, Shamiana, Sichuan, Thai Pavillion, Southern Spice, Karavalli, and Seven Rivers Brewery in collaboration with AB InBev will be expanded across India and worldwide. The group is exploring more international F&B brands after the success of Paper Moon and House of Nomad in Goa.
Internationally, IHCL will open the Taj Hotel Hessischer Hof in Frankfurt, Germany, in 2025.
The study Chhatwal mentions outlines his goal for the company: to become South Asia’s most iconic and profitable hospitality company. To achieve this, he pursued an balanced portfolio approach, with a balanced portfolio of 50% owned or leased hotels and 50% under management contracts. His focus was on improving the balance sheet, and reducing debt.
As part of the five-year strategy, Aspiration 2022, Chhatwal and his team devised a roadmap for the company based on the 3Rs: Restructure, Reengineer, and Reimagine. “With over three decades in the industry, including previous CEO roles and Chief Development Officer positions, I understand strategy. However, during a two-day conclave in Goa, we collaborated with an IIM professor, an independent agency, and IHCL’s top 30 people to craft the details of Aspiration 2022,” Chhatwal explains.
According to the study, he introduced new businesses such as homestays and food delivery to drive growth and revenue. Twenty-four hotels, such as Fort Aguada, Holiday Village in Goa and Fisherman’s Cove in Mahabalipuram, have transitioned to the Taj brand. He re-imagined Ginger as a lean luxury brand targeting Millennial and Gen Z travellers, with a refereshed design and positioning.
To quote, “Following the restructuring, EBITDA margins improved to 32.7% in FY’23, an 880bps expansion from FY’20. Underpinning these changes was a cultural transformation focused on performance and profitability.”
Chhatwal highlights innovation as a key factor in IHCL’s bottom line success and competitive edge. One notable innovation is in F&B. During the pandemic, IHCL introduced the Qmin app, providing comfort food delivery to people at home while generating revenue. Customers could enjoy dishes such as Braised New Zealand lamb shanks from Shamiana at Mumbai’s Taj Mahal Palace ,Colaba, Mumbai and Asparagus Paruppuusili from Southern Spice at Chennai’s Taj Coromandel. Initially launched as an app and food trucks, Qmin has evolved into an F&B in-hotel brand, especially popular at reinvented Ginger hotels.
In 2024, IHCL celebrates a significant milestone as the Taj brand secures its position as India’s strongest for the fourth time, recognised by Brand Finance. Eight Taj hotels, including iconic properties such as Rambagh Palace in Jaipur and Taj Mahal Palace, Colaba, Mumbai, have been featured on La Liste’s World’s Best Hotels 2023. Meanwhile, IHCL is expanding its presence with new hotels and homestays across cities, in line with its strategy.
Chhatwal says, “We introduced the Italian F&B brand Paper Moon to Taj Aguada, Goa, offering an authentic Italian dining experience. Additionally, we launched the Seven Rivers brewery brand. Our successful Indian restaurant brand, Loya, debuted at Taj West End, Bengaluru, and Taj Mahal, New Delhi. We also reinvented The Chambers, our private membership club, setting a new standard for the hotel sector.”
Under the Ahvaan 2025 strategy, IHCL is targeting opportunities in key metros and emerging Tier II and III cities, guided by long-term market potential. Having surpassed its Ahvaan 2025 targets ahead of schedule, IHCL boasts robust financial performance and a healthy cash reserve.
“We’ve set ambitious targets: a portfolio of over 300 hotels, a 33% EBITDA margin, and maintaining a net zero debt position, all regularly communicated based on our results,” says Chhatwal. “Throughout, we uphold the core values of Taj and the Tata group, believing that while business strategies may evolve, core values
remain constant. Leveraging strengths such as palaces and safaris, we continue to re-imagine our brandscape, restructure our portfolio, and reengineer our margins. Our aim remains to be the most iconic and profitable company from South Asia, driven by our commitment to make a positive impact on the lives and livelihoods of those we touch.”
Chhatwal continues to prioritise comprehensive asset management, evidenced by renovations and the addition of exclusive offerings such as The Chambers. Digital initiatives and advanced analytics underscore the company's focus on innovation.
He anticipates substantial growth in management fee income and remains optimistic about the future of
brands such as Ginger in Indiaʼs dynamic landscape. Government investments in infrastructure are seen as catalysts for sectoral growth, aligning with IHCLʼs expansion plans.
What has been the biggest challenge, I ask?
“How do you convey the possibility of doing things differently to people at any level? The only choice is to lead, and lead by example. Eventually, fairness and genuineness prevail in human interactions. When people see the merit in certain approaches, they follow suit. While there may be early adopters and late starters, ultimately, we all align. Today, everyone in the company shares the same vision, enabling us to absorb this level of growth.”
We’ve set ambitious targets: a portfolio of over 300 hotels, a 33% EBITDA margin, and maintaining a net zero debt position. Throughout, we uphold the core values of Taj and the Tata group.”
For Puneet Chhatwal, the IHCL brand is redolent with nostalgia for his teen years spent in Delhi. He fondly recalls visits to Machan at The Taj Mahal, New Delhi (formerly known as The Taj Mansingh) for a cup of Kona coffee. As the CEO and MD of IHCL, he spearheads transformation in a brand that has not only reshaped the Indian hospitality landscape but also ranks among the top hotel global management and brand ownership companies by market cap today.
What are your memories of the Taj Mansingh (now Taj Mahal, New Delhi), where you hung out as a young man?
I believe my decision to enter the hotel business was made while waiting for a table at Machan, the renowned coffee shop, now renamed as the All-day Dining. Living close to Taj Mansingh, I often walked there to meet friends over a cup of Kona coffee, priced at ₹4 back then—the only indulgence we could afford. It was here that I first experienced the delectable bread basket with its delicious rolls and breadsticks. Despite working abroad for nearly three decades, whenever I returned home, reunions with friends at Machan were a cherished tradition. The captivating world of hospitality I witnessed fuelled my desire to join the hotel industry.
In your opinion, what are the concepts that IHCL introduced to Indian hospitality?
The Taj Mahal Palace opened its doors 120 years ago, marking several firsts: the first electrified building with an elevator, the first hotel with a licensed bar, and the first to host a cabaret or serve a set menu— recently revived to celebrate its 120th anniversary. Subsequently, the group expanded with palace hotels, safari lodges, and established a heritage segment presence with properties like The Rambagh Palace
in Jaipur and Taj Lake Palace in Udaipur. IHCL did everything perfectly well.
What were the goals you set for yourself when you took over the reins of IHCL?
We focused on three key pillars of Aspiration 2022: reimagining our brandscape, restructuring our portfolio, and reengineering our margins. Initially, our branded house approach led to confusion, with various entities perceived as part of the Taj. To address this, we re-imagined our brandscape, allowing each business to stand independently. We then targeted margin enhancement, aiming for a 25% EBITDA margin, ultimately achieving a remarkable 33% margin. This growth stemmed from both revenue expansion and cost optimisation.
Concurrently, we embarked on restructuring our portfolio, simplifying our legacy subsidiaries and partnerships. Our approach emphasises fairness, transparency, and honesty in dealings, allowing partners to leverage ongoing opportunities or maintain the status quo according to their preferences.
Taj Hotel was a brand. So, when you brought in IHCL as an umbrella, were your guests and the market confused?
Itʼs an understandable reaction given the iconic status
Our iconic hotels are pivoting to introduce high-margin products and services. This approach strategically repositions our assets to maximise profitability per square foot while offering unparalleled experiences.”
of the brand. People wanted to exclusively associate themselves with the name Taj. However, everything was Taj: Vivanta was Taj, Ginger was Taj, and Taj was still Taj. We needed to establish separate brands, and allow them to mature and flourish independently, while embodying Tajʼs values.
Coming from a process-driven country like Germany, did you find the crossover difficult?
My time in Germany, Paris, and Brussels offered a balanced perspective, combining German efficiency with the emotional intelligence of Asia, especially India. Exposure to American marketing in Minneapolis and European management in leading a German company enriched my leadership approach. Marrying these diverse influences has been my mantra for effective leadership.
What are the biggest risks that you have taken as a leader?
The greatest risk lay in effectively communicating our transformation plan. Any deviation could damage the companyʼs reputation and my professional credibility. Committing to ambitious targets, such as adding 15 hotels annually and increasing margins by 800 basis points, demanded significant
courage and determination. It was a bold bet that required resilience, teamwork, and adaptability in navigating challenge.
What are the peculiar challenges of rebranding a legacy hotel group?
Never re-imagine a legacy brand; as the book Good to Great suggests, preserve its essence while facilitating progress. Reimagining is reserved for brands lacking timelessness. Take Taj, for instance, with its iconic properties such as the globally top-rated Rambagh Palace in Jaipur, Lake Palace in Udaipur, Umaid Bhawan Palace in Jodhpur, and the renowned Falaknuma Palace in Hyderabad, which are all very timeless hotels.
In Jaipur, we added to our portfolio with the opening of Sawai Man Mahal, leaving the picturesque grounds and arrival experience unchanged. Timeless luxury should evolve while maintaining its essence. Embrace digital advancements and innovative experiences to stay relevant, ensuring the brand's continued appeal.
How would you describe your journey from the years of turbulence, to now, when IHCL is a growth machine?
Taj is dil se. This isnʼt your typical luxury brand driven solely by processes. Over the past six years, both as a leader and an individual, the journey has been deeply fulfilling. Working alongside our exceptional team has been truly rewarding,
and making a tangible difference has been a highlight.
With favourable tailwinds in the hotel sector, fuelled by increased travel and a thriving economy, we've achieved record-breaking annual results. Notably, we've become a debt-free company, a significant milestone. Witnessing the growth of our team, with 175 new agreements signed and nearly two hotels opening each month, has been remarkable. Numerous individuals have experienced multiple promotions, reflecting a strong growth mindset. Our growth extends beyond properties to revenue, digital presence, brand expansion, culinary offerings, and the personal development of our associates. Supporting scholarships abroad at prestigious institutions such as INSEAD, Cornell, Stanford, and La Roche underscores our commitment to nurturing exceptional talent and fostering success.
There is so much conversation around the difficulties of working with young people. What does Gen Z bring to the table at IHCL?
Adaptability is crucial in navigating generational changes, a journey I have experienced firsthand. Strong brands in the service sector must embrace change to meet evolving customer needs. Hoteliers, inherently flexible, excel at adapting to diverse demographics. From serving tables to managing hotels, this adaptability ensures a seamless experience for all. We evolve as generations do, referring to our young team members as 'associates' or 'stakeholders.
How do you see the future of hotels evolving as the radically different Gen Z becomes the paying customer?
Gen Z represents the biggest opportunity the hotel sector has ever had. They prioritise living in the moment rather than saving for the future. Unlike previous generations, they inherit wealth, own property, and value frequent getaways, a trend amplified by COVID-19. The post-lockdown surge in demand has evolved into a sustained trend, with millions opting for short vacations annually. This shift bodes well for the hospitality sector, potentially generating millions of additional room nights without increasing supply.
What will be the touch points for the hospitality sector in the next five years?
People are seeking joy and celebration, turning to hotels and restaurants for social experiences. Travel offers unparalleled satisfaction, fostering learning and cultural exchange. Spirituality, beyond religious practices, is also gaining significance, with travel as its enabler. These evolving trends benefit the hospitality sector, contributing to economic growth.
Hotels will always provide accommodation and dining, but the trend is shifting toward smaller, boutique-style spaces offering unique, interactive experiences. People prefer shared spaces over solitary corners, opting for communal tables in hotel lobbies. This cultural shift, driven by generational changes, reflects the desire for novel experiences. Historically
Never re-imagine a legacy brand; as the book Good to Great suggests, preserve its essence while facilitating progress. Reimagining is reserved for brands lacking timelessness.”
adaptable, the hospitality sector will continue to evolve to meet changing preferences.
Could you shed light on the development of a secondary leadership tier within IHCL?
Throughout our transformative journey, we've maintained continuity within our senior leadership team. Many team members have grown into senior roles as the company evolved, expanding their responsibilities within our executive committee. We've also prioritised investing in our talent, providing opportunities for higher education and diverse experiences. This commitment remained steadfast, though temporarily hindered by COVID-19 travel restrictions.
As a personal leadership style, how do you handle your decision-making in highpressure situations?
Our greatest challenge was the COVID years, prompting us to embrace the adage that crisis presents opportunity. Amidst the turmoil, we launched two new brands: amã and Qmin, transitioning the latter into an all-day dining option for Ginger. Our proactive approach included daily communication, structured meetings, and hosting frontline workers. This response, ingrained in our groupʼs DNA underscored the importance of corporate responsibility. Witnessing the reciprocal benefits of goodwill reinforced my belief in the principle of reaping what you sow.
Is IHCL in particular and the industry in general better prepared for a future crisis?
While I hope to never face such a crisis again, enduring almost zero revenue taught invaluable lessons. From managing costs to adapting business models, navigating this challenge has fortified our sector and prepared us for whatever lies ahead.
As an hotelier how would you sell India to an international global traveller today?
Indiaʼs rich heritage presents a unique opportunity to blend ancient wisdom with modern aspirations, leveraging our diverse strengths. Taj Cidade de Goa exemplifies this fusion of heritage with the horizon. Indiaʼs expansive landscape, from seas to mountains, enables year-round tourism, rendering the old notion of limited travel seasons obsolete. Spiritual routes, Buddhist circuits, temple tours, and tea tourism are flourishing. With untouched beauty in the northeast and emerging destinations such as Gangtok and Kurseong, the potential for tourism-led growth, job creation, and economic vitality is vast.
The notion that India is only worth visiting between October and March, or that the Golden Triangle alone is worth the effort, is a myth. In the new normal, travellers can explore spiritual routes, a heritage destination such as Lucknow, or embark on the Buddhist Circuit. The temples in the south, beaches of Goa and Kerala, the heritage of Odisha, and natural beauty of the northeast offer diverse experiences. IHCL has recently opened two hotels in Gangtok, Sikkim, and during COVID, launched the Taj Chia Kutir Resort & Spa in Kurseong near Darjeeling, catering to tea tourism and spiritual tourism alike.
Doesn’t India struggle to attract foreign tourists, with our neighbours or other Asian countries taking the cream due to their tourist infrastructure?
India's evolving infrastructure marked by airport
In 2024, Taj has been recognised as India's Strongest Brand across sectors for the fourth time and the World's Strongest Hotel Brand for the third time by Brand Finance. This recognition in our 120th year underscores our legacy of pioneering destinations, setting global benchmarks, and showcasing Indian hospitality. Taj aims to lead in fostering a sustainable and inclusive future for the hospitality industry.”
expansions, train station upgrades, and highway developments, positions the country as an attractive destination for foreign tourists in the coming years. Despite these advancements, Indiaʼs share of global tourism remains below its potential compared to destinations such as Thailand, Indonesia, and Vietnam, which is currently the fastest-growing tourist hotspot. While tourism is a vital economic pillar for Vietnam, India sees it as an additional vertical, leveraging its robust domestic market and appeal for spiritual and medical tourism. Unlike some budget-friendly destinations, Indiaʼs strength lies in its diverse offerings as well as in its robust domestic market.
Internationally, what are the markets IHCL wants to expand in?
We concentrate on markets with a vibrant Indian diaspora and flourishing Indian enterprises, including Southeast Asia, the Middle East, the UK, and continental Europe. Expanding in global hubs such as Frankfurt, we uphold Taj as our premier brand beyond India. Our strategy emphasises excellence over scale, striving for hospitality leadership in India while cautiously expanding internationally via management contracts or operating leases. The Middle East, with its appeal to both local residents and expatriates, presents significant growth potential.
In India, which would your new growth markets be?
We have set a target of 25 hotels in the northeast, and we're making steady progress with 15 currently in different stages of development or operation. Notably, one of these hotels is situated in Tawang, boasting breathtaking views of the Chinese border. The Prime Ministerʼs focus on the northeast and Odishaʼs coastal attractions is noteworthy. We are venturing into emerging spiritual destinations, having recently finalised agreements for three hotels in Ayodhya, which is positioned to emerge as a prominent destination, comparable to Rome or Mecca.
What is that one F&B brand you are proud of having introduced?
At Taj Mahal, New Delhi, we introduced Captain Cellar, our take on the European vino bar concept. Itʼs a distinctive dining venue featuring a diverse collection of wines from around the world, offered at affordable prices. Guests can also sample wines before making a purchase. This initiative, launched at our flagship property in Delhi, serves as a unique brand showcase. It goes beyond typical offerings like butter chicken or tandoori tikka, highlighting our commitment to innovative and exceptional dining experience.
Architect and hospitality design specialist Bobby Mukherji tells SOH as well as hotel owners how due diligence and well-informed decisions will pave the way to a profitable hotel venture.
What makes certain hotels thrive?
Is it only the F&B and service? Or the design? Truth is, the success of a hotel venture is determined much before they become tangible, brick-and-mortar entities. To find out what these factors are, we turn to Bobby Mukherji whose firm Bobby Mukherji Architects (BMA) has delivered an enviable number of projects for national and international hotel brands, pan-India and in several international locations. Leveraging his considerable experience garnered while delivering successful projects for industry leaders, from Taj Hotels, Marriott International and Hyatt to Hilton and Lemon Tree Hotels, Mukherji comes up with guidelines on how owners can create hotel ventures with healthy bottomlines.
Be mindful of where the hotel will be built. Marquee brands need marquee locations. Having said that, each location will have its unique traits that can be leveraged by the right brand. For instance, you may have a fantastic location in a city but a top-tier resort brand may not be the right fit for it. Similarly, including, say, meeting rooms or business centres in resort locations such as a desert or an island just because a brand mandates it, is absurd. Picking a brand vis a vis location is extremely important. This research and due diligence will mean expenditure—but it will also mean that you would have taken the first right step towards a successful venture.
This is the overarching mantra that should set the tone for any venture of this nature. Whether it’s the brand itself, the design practitioner, the consultants, the contractors or the workforce that executes the design to its last detail, the quality of collaborative minds will finally determine the success of an owner-hotel partnership and, eventually, the hotel itself.
Do not hesitate to onboard good, solid consultants. They are the backbone of your project. Assign about 10-15% of the project cost as fees for this expertise.
Most high-end hotel brands will present you their list of preferred design partners and other agencies, but some will give you a freehand for the same. Be extremely careful. Selecting a practitioner without the relevant hospitality experience will result in an expensive-to-operate, ill-designed establishment.
And depending on the quality of their professional expertise, the way can lead to hotel nirvana or a nightmare. This point also circles back to my emphasis on getting the right people on the team. For instance, the all-day dining area of a massive, business hotel designed by an international architect was found woefully inadequate in size.
Imagine a situation when delegates from a large convention come down to breakfast and find no place to sit! As the interior
Most owners will get the brand on board first, after having done their due diligence — hopefully. But sometimes, things can unfold the other way around, too, when the owner woos brands with a fait accompli in the form of a project which has already reached a significant level of completion leaving enough scope for brand standards as per the respective brand. You can choose either route, but if you decide to take the latter, ensure that your consultants know their job well.
You’ve hired them for a reason. They have the experience and the insights that you perhaps may not. Trusting top-notch consultants is the key to building a good hotel. Even seasoned hotel owners can slip up when diving into new ventures, and first-timers often overestimate their savvy to end up in a messy input overload. When the project is at risk, your expert may be uncomfortably upfront with his advice. Learn to take it on the chin. Hotel brands also lend a hand, ensuring that things stay on track.
designer for the project, I had to completely rework the entire floor plan and encroach into the kitchen, hallway and bar area.
In this case, the architect had completely missed out on a simple guest room-to-restaurant cover ratio—which is one of the thumb rules of hospitality design.
Similarly, a 400-room citydestination hotel in Rajasthan was designed with an inadequate lobby size of about 1,500 sq ft, quite incapable of handling the influx of large tour groups. I redesigned the layout and more than doubled the lobby to 4,000 sq ft by seamlessly
flowing into the adjacent tea lounge and bar.
Retrospective civil changes and spatial surgeries such as the ones mentioned above are expensive and inflate the project cost significantly.
A far simpler alternative would be to hire an architect who specialises in the hospitality vertical right at the outset. Yes, they may cost more—after all, a hotel is a more complex being than an office or residential project, and requires commensurate investment of manpower.
But you will be assuredly protected from such ordeals.
Work with someone who has their finger on the pulse of the market and who will take the design to its intended end. By this logic, collaborating with an international architect or designer, who may not always understand Indian preferences and craftsmanship and be in a position to helm the project at all its stages, may lead to misaligned designs and diluted execution. Extending the statement further, partnering with an Indian design practitioner, who is familiar with the cultural nuances, the
market and its challenges, has its benefits. If you are inclined to work with an international name, however, ensure that they have a full understanding of the market and the location, and possess a strong team to service the project. Irrespective of who you work with, value their presence. A complex, investment-heavy project such as setting up a hotel will require constant steering and timely correction. If this calls for several site visits from your chosen design partner, so be it. Relying solely on contractors and the project management team can lead to misinterpretation of the design and result in a substandard project.
MEP (mechanical, electrical and plumbing) contributes to the subliminal part of a hotel experience. These are behind-the-scenes experts whose job, if they’ve done it right, is fundamental to a good guest stay. The proper water pressure and temperature for a refreshing shower experience; an even ambient temperature throughout the establishment; a general sense of comfort and convenience. Cut corners on the right MEP consultant, however, and complaints may start pouring in about unpleasant odours in toilets, water accumulation in shower stalls, hot and cold shower experiences, and hot and cold temperature zones throughout the hotel.
A good MEP agency will know potential pain-points right at the beginning of the assignment. For example, it will focus on ensuring uninterrupted electricity supply in Tier 2 and 3 cities which experience load-shedding, and pay special attention to indoor air quality in polluted cities—ultimately enhancing the guest experience and also saving the operating costs for the owner.
It's crucial to prioritise quality when selecting execution agencies for hotel projects. From contractors to furniture manufacturers, everybody counts into a successful project completion.
There are, at the most, 15 top-tier hospitality contractors in India. Known for their exceptional work, they prioritise quality over everything else as they hold their reputation very close to their hearts. While their rates may be 10 to 20% higher than local contractors or sub-contractors, investing in their expertise is invaluable. If you are not in a position to engage someone from this pool, make sure your contractor of choice has worked on at least six hotel projects with proven and experienced agencies. Owners sometimes lean towards familiar names for what they think will be a comfortable working experience. These may be agencies who may have worked on their homes or offices — but this doesn't necessarily translate into expertise in hotels. Specialisation absolutely matters in this case.
He may be the last block in the human flow chart of a hotel project, but his contribution to the final, tangible product is immense. Think of them as a lapidarist working on a gemstone. If they don’t do their job well, the end result will be of greatly reduced value. A premium look demands top-notch execution.
The embodiment of the above statement is a leading leisure hotel group that utilises the Italian Botticino marble—not the most expensive stone—cleverly by employing skilled craftsmen. The result: surfaces that look incredibly luxurious and enhance the overall project. Remember, one of the costliest expenses in a hotel project is building and finishing. If you do not give due importance to execution, chances are your investment in materials will not fetch you the returns as expected.
Quality should be the sole criterion when you are selecting any element for a hotel project. This is true for fixtures and hardware as well. Any compromise in this regard results in immediate problems and long-term regrets. I've seen it firsthand, with one hotel experiencing an embarrassing lighting failure on its opening day due to the use of low-quality Chinese imports. Such shortcuts undermine the integrity of a project. Ensure technical lighting
and drivers are sourced only from reputable suppliers and brands to guarantee long-term performance. Hardware with moving parts—door closers, hinges, drawer slider channels, and door lever handles—need to be robust and precisely engineered, rare qualities even in homegrown brands. A similar approach needs to be taken for air conditioning and vertical transportation systems, ensuring reliable after-sales support tailored to your location, especially in Tier 2 or 3 cities or remote resort areas.
These three aspects can truly take the experience of a hotel several notches up. Lighting significantly enhances the ambience, making a space feel more upscale and atmospheric. And the best part is, the cost of employing this design tool effectively isn’t that much. Again, selecting trusted technical and decorative lighting companies as well as automation and dimming control brands will ensure lasting results, creating the desired ambience without frequent failures. Remember, in case of technical lights, it’s not about how the light looks, but what the light does. While resorts tend to prioritise landscaping, many city hotels neglect the transition from the gate to the porch and the surrounding areas. Investing in landscaping can significantly enhance the overall appeal of a hotel property. It creates that crucial favourable first impression as a guest enters the hotel property, and sets the tone for their stay. Take a leaf out of Four Seasons Hotel Mumbai’s strategy. Located in a congested area, it creates a microcosm of serenity right from its driveway. The Leela Mumbai is worth emulating for similar reasons.
Well-curated art can connect with the guest intellectually, creating spatial pauses and conversation starters. It imbues the narrative with story-telling. In today’s age of simple, minimal shells, the right art can add a layer of sophistication—‘right’ being the operative word as there is no eyesore quite as disturbing as tasteless pieces. Therefore, engage reputable art consultants to procure pieces aligning with the project's location and brand, enriching its overall aesthetic and appeal.
Like all spatial design, a ‘placeless’ hotel that doesn’t tell you whether it’s in London or Leh, is boring. Geography, climate and culture can be place-markers within the spatial narrative, creating an environment that is interesting, even unique, and engaging. This is a point in favour of both, homegrown hotel brands and Indian design talent, who are far more familiar with these aspects. Conversely, many popular international and Western-oriented brands have rigid design guidelines, limiting flexibility. These brands insist on following design principles integral to their brand DNA—which may not always necessarily be the best thing for that project.
IT’S BUSINESS, AFTER ALL!
Your hotel can be modern, semiclassic, classic or heritage, but not faddish. Insist on a design that will stand the test of trends and time. This is not only an aesthetic decision but a smart business one. Something that has enduring appeal, need not go for frequent (and expensive) facelifts. If you manage to hit the bull’s eye on this one, you may well be on your way to creating a Grande Dame—a hotel that is an icon within the fabric of a place, and a destination unto itself (provided you hit bull’s eye on other factors such as service and F&B as well). I lean towards semiclassic and classic designs: this way, you are always dressed in that elegant tuxedo rather than bell -bottoms.
Never lose sight of this fact. It's essential for owners to prioritise return on investment (RoI) and view hotels as longterm assets, allocating budget accordingly. Smart owners understand the importance of maximising every square foot's revenue potential. They avoid overspending on extravagant exteriors and focus on what truly matters: providing guests with a comfortable, functional space. Unnecessary grand lobbies or oversized spaces should be avoided. Instead, work on spaces that directly contribute to revenue while ensuring that indirect spaces also add value to the guest experience.
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As Indian hospitality grows rapidly, the LGBTQIA+ community is making its presence felt, with safe spaces and awareness on the rise, though there is a significant way to go. This Pride Month we take stock, especially noting the oft overlooked spending potential of the community.
‘Lush Monsoon’ is one of the most recognised drag performers in India today, and the recent Netflix series Rainbow Rishta has only magnified the attention on drag performers. But Lush could only reach this level because there was a ‘safe space’.
For years Lush, before stepping into the world of Kitty Su at The Lalit, Delhi, considered drag as a distant dream. “Without a space you can go to regularly, drag in India can’t thrive,” says Lush a.k.a. Aishwarya Ayushmaan, who doubles as a lawyer for his day job. “For an artist, for us, what matters is having a place which is there, which is sustainable, where you don’t feel judged, where you feel welcomed. To see trans people, queer people, and see people from the community working there, was a welcome experience. The hotel has given that patronage to us. It feels like home and that’s the magic of hospitality—that it can provide a stage for an art form.”
The Lalit, led by hotelier Keshav Suri, has been a trailblazer for the LGBTQIA+ community in India, most crucially lending greater visibility to the struggle. On September 6, 2018, a landmark judgment by India’s highest court overturned a colonial-era law that criminalised consensual gay sex. Of the five petitioners in the case—Navtej Singh Johar, Ritu Dalmia, Ayesha Kapur, Aman Nath and Sunil Mehra— three were from the hospitality sector, with Suri joining a couple of years later.
No wonder then that even though the struggle to stop discrimination against the LGBTQIA+ community affects every segment of society, this decision also squarely put the spotlight on the hospitality sector as a beacon leading towards a more egalitarian society.
While the decriminalisation of Section 377 has paved the way legally, it isn’t easy for those in the community. Chef and author Suvir Saran, working out of India and the US, is stark in admitting things are far from ideal. “The world isn’t a fair place and hospitality mirrors the world. What I see changing is more and more women and LGBTQIA+ people are being given jobs and being tolerated.” He says that some Indians are “quite open to the LGBTQIA+ community on some platforms. India lives on multiple plains and it’s very difficult to box India neatly into a single box. India lives in those bulging seams”.
Chef Parul Pratap of Music & Mountains Hillside Café, who wanted to make the outlet a space for “everyone”, says she worked with her staff on sensitivity training. “It ultimately boils down to training your staff. They are the first point when someone walks into a restaurant, and if they are not trained on how to handle a situation that is unusual or new to them, everything falls flat in those first five minutes.” She points out that in instances of marginalisation—it happens when the staff at the door behave a certain way. “I wish LGBTQIA+ NGOs would speak to people. Maybe we aren’t using the right language. There is a gap.”
Bengaluru-based Varun (name changed on request), who works in a luxury hotel, is not ‘out’ and says there is little awareness or sensitisation amongst his co-workers. “Gay people and gayness are generally made fun of, often in a casual manner at my hotel. It’s even worse where I stay, as my landlord will turn me out if I tell him I am gay.”
It is here that The Lalit stands out with its Diversity, Equity and Inclusion (DEI) practice. Suri notes that several rival hospitality brands have reached out to better their DEI practices, including sensitisation workshops. “We are building our niche, where both domestic and international brands are reaching out to us,” says the affable Suri, his beaming
“It ultimately boils down to training your staff. They are the first point when someone walks into a restaurant. If they are not trained on how to handle a situation, everything falls flat.”
- CHEF PARUL PRATAP
smile brightening up a hectic day. “I am setting aside competition, saying this is for a greater cause. Let’s start the journey of inclusion.”
A significant step has been the launch of The India Workplace Equality Index (IWEI), which is India’s only comprehensive benchmarking tool for companies to measure their progress on LGBTQIA+ inclusion. For IWEI, Pride Circle conducts an in-depth study to measure where organisations stand on the spectrum of inclusion.
It allows organisations to navigate the challenges of embedding LGBTQIA+ inclusion and provides them with a clear roadmap to follow, with a planning structure, best practices, guidelines, and more. Even a cursory look reveals that a vast majority of the organisations listed are multinationals, though names such as Tata Steel, Infosys, Myntra and a few other Indian companies also find mention. No hospitality major apart from The Lalit is present. That said, a number of global hospitality companies such as Marriott, Accor, Hilton and others as well as domestic chains such as IHCL and The Leela have taken public stances in favour of the community.
Ramkrishna Sinha, Co-founder, Pride Circle, points out that there are still comparatively few organisations in the hospitality industry that are investing in more LGBTQIA+ friendly policies. He says that sometimes a hotel may want to be more open but not know how to proceed. A larger issue, he believes, is that the sector does not view this as a priority.
Suri admits it hasn’t been an easy journey—for him or the organisation. While Kitty Su went a long way, he says the real change began when the first staff
“The world isn’t a fair place and hospitality mirrors the world. What I see changing is more and more women and LGBTQIA+ people are being given jobs and being tolerated.”
- CHEF SUVIR SARAN
member transitioned from male to female and felt comfortable enough to do so. “However, we had to address the biases that my team may have on working with a trans person. Till we had team members who were living, and breathing with team members who are gay or trans, lesbian, on the autism spectrum, acid attack survivors, it was a change just on paper. Till we live and breathe this, change is not going to happen.”
Perhaps this is where Suri’s passion stands out, and perhaps where other companies have largely made onpaper changes. As he points out, it is not easy to spot a trans employee at a hotel, despite the legal recognition as a separate gender.
The struggle for equality in India has not been without its ups and downs, such as the recriminalisation of homosexuality in 2013. While India is “transgender progressive”, Suri points out that gay and lesbian people are still “fringe people, with no rights apart from being told you are no longer criminals”. He points out that the corporate sector has addressed the issue, at varying levels, admitting that it was still being looked at from a very privileged lens. “How much is corporate as a percentile of the population at large in India,” he asks. He encourages corporations to provide the same Mediclaim benefits
“When discrimination happens, employees are not looking at HR but what the CEOs and leaders do. They are looking to us to inculcate a culture of respect and empathy.”
ADITYA GHOSH CO-FOUNDER, AKASA AIR
that are available to heterosexual couples. Again, he points out, as there is no legal proof due to the laws, he encourages companies to ease up in this respect.
Akasa Airlines is proving to be a leader in the corporate travel space for inclusion. Aditya Ghosh, co-founder of Akasa Air and long-time head of Indigo, India’s largest airline, admits several factors impact inclusion, “from unsupportive policies, unconscious and obvious bias, lack of inclusive language all around us, isolation therefore lack of representation in a lot of discussions. LGBTQIA+ employees often lack role models”. He points out that Akasa, as the youngest and fastest-growing airline, has the opportunity and onus to lead from the front.
It has several policies in place already, from gender-neutral welcome announcements on its flights, or gender-neutral uniforms. “Our antidiscrimination policies cover all employees, irrespective of their gender. We also have medical benefits and staff travel benefits, irrespective of gender and marital status. We have an internal target for ensuring we hire a certain number of people from diverse backgrounds.”
Leadership, of course, makes a huge difference. Suri’s leadership role in creating greater awareness and acceptance of diversity in hospitality is widely acknowledged. Describing him as a farishta for the gay community in India, Saran credits Suri for setting
standards—“for being openly gay at work, having rainbow coloured staff, giving people agency and power at work, providing resources and visibility and acceptance. Each time he hosts a party or hires an employee at one of his hotels, he is normalising the process”.
Saran is confident that in a decade India may become more gay-friendly in the hospitality sector than any other space. “When the big boss is openly out there, no commis at Lalit can ever be bullied.” Suri himself admits to being a ‘nepo baby’, saying what matters “is what I do with it”. As Ghosh points out, “When discrimination happens, employees are not looking at HR but what the CEOs and leaders do. They are looking to us to inculcate a culture of respect and empathy. We also pave the way for the rest of the organisation”.
Of course, for India’s elite, to be seen at ‘LGBTQIA+ nights’ is the new cool, and could significantly help combat stereotypes while becoming a revenue stream. Indeed, hotels such as The Park have been pioneers in hosting LGBTQIA+ nights at its popular club Agni every Tuesday. It continued till the COVID-19 enforced break, though the hotel is planning to bring back the concept, along with sundowners for the community. Today, many standalone restaurants across India are regularly catering to the community as well, right from putting up the rainbow flag to ensuring it is a safe space. There is unanimity in the restaurant sector that it makes business sense.
Of course, this is a data-poor space, with an estimate at best of how many people are part of the LGBTQIA+ community—7 to 10% is the global estimate. Suri bemoans the lack of the data, though he points out his foundation is working to address the issue. “Yes, we need data,” he says with a sigh. “It is not five judges we need to convince; it is one billion people. We need data points. We have to go back and say, yes, it’s good for business, it is more than just a societal cause, yes, we exist, and we are contributing members to society.”
“External and internal values have to align,” points out Ghosh. “You can’t pretend to be something else to the rest of the world and be something else internally. We see this as a way of life—hopefully leading to a more exclusive customer experience.” The tourism and hospitality sectors are one of the largest employment-generating sectors in India providing 79.86 million direct and indirect jobs in 2019-20, according to the Tourism Satellite Account (TSA), Ministry of Tourism. Even a quick extrapolation of 10% of this figure makes for a significant number. And if indeed the sector is a leader in creating inclusivity, the onus and opportunity are so much larger.
1991 A report released by AIDS Bhedbhav Virodhi Andolan (ABVA) details harassment faced by gay people in India, and demands the repeal of legislation that discriminates against members of the LGBTQIA+ community, including section 377.
2001
2004
2006
2009
The Naz Foundation files Public Interest Litigation (PIL) in the Delhi High Court, challenging the constitutionality of Section 377 and calling for the legalisation of homosexuality.
The Delhi High Court dismisses the case, including a review petition.
Naz Foundation files a special leave petition for the case, and the Supreme Court reinstates it in the Delhi High Court.
A Delhi High Court bench strikes down Section 377, saying it violates the fundamental rights to life, liberty, and equality as enshrined in the Indian constitution.
2013 Supreme Court overturns the Delhi High Court’s judgment, saying Section 377 “does not suffer from the vice of unconstitutionality and the declaration made by the division bench of the high court is legally unsustainable”.
2014 In the case of NALSA vs. Union of India, Supreme Court recognises transgenders to be the third gender, declaring that transgender persons enjoy as much equal protection of law and equality before law as other genders.
2016 Five individuals filed a writ petition in the Supreme Court challenging Section 377, joined by a sixth, Keshav Suri, in 2018. A pan-IIT LGBTQIA+ group Pravritti, Humsafar Trust and others too joined in later.
2017 A nine-judge Supreme Court bench hearing petitions against Aadhaar unanimously rules that privacy is a fundamental right. In its judgment, the court says, “Sexual orientation is an essential attribute of privacy. Discrimination against an individual based on sexual orientation is deeply offensive to the dignity and self-worth of the individual”.
2018 In September, in a unanimous verdict, the Supreme Court scraps Section 377. Chief Justice Dipak Misra describes it as “irrational, indefensible and manifestly arbitrary”.
2019 Parliament passes Transgender (Protection of Rights) Act 2019.
2023
A five justice bench of the Supreme Court refuses a bid to make same-sex marriage legal or grant the right of adoption to gay individuals.
The pink rupee is an increasingly significant potential source of tourism revenue, which few in the space can afford to ignore.
The ‘wedding’ of two Indian men , Chaitanya Sharma and Abhishek Ray was in the news recently. Affluent, they were insistent on professing their commitment to each other despite there being no recognition of their union. However, anecdotal evidence suggests more and more LGBTQIA+ Indians are looking to marry—or have a ceremony.
The massive Indian wedding market is estimated to be worth ₹17 trillion in revenue. Even a fraction of that number is, well, significantly huge. No wonder Matrimony.com has started an LGBTQIA+ offshoot called RainbowLuv, and others are looking to cash in.
It is estimated that LGBTQIA+ travellers account for 5 to 10% of global tourists. An estimate is given by no less than the top tourism body in the world—The World Tourism Organisation.
In 2019, Entrepreneur magazine estimated that LGBTQIA+ adults globally held a combined buying
power of approximately $3.7 trillion! Yes, with that—a figure few in the tourism business can afford to ignore, though many have failed to realise its growing potential.
Typically, the LGBTQIA+ community tends to have fewer children and more disposable income to spend on travel and related luxury, a number of global destinations have cashed in this high-spending segment quite successfully.
Ghosh makes a case for India’s huge potential in the travel space. He points out that 65% of Indians are under the age of 35, with a higher propensity to travel, and that about 10% of people would be part of the LGBTQIA+ community. “That’s about 135 million people, a massive opportunity in terms of volume that we could focus on.
The Indian travel sector anticipates a 12-14% growth in the coming years and is projected to reach
$125 billion by 2027.” He suggests creating a more focused approach to creating accepting travel experiences that will unlock huge value.
The LGBTQIA+ Equality Index (2023) publishes an annual ranking of nations on three criteria— Equality Index, Legal Index and Public Opinion Index. While some of the richest and most liberal nations are unsurprisingly on the list regularly, such as Iceland, Denmark and Norway taking the top three positions in the latest rankings, Uruguay at 6 and Brazil at 12 are also beneficiaries.
Other nations that regularly rank towards the top include Canada, Sweden, Malta, Portugal and the Netherlands. Among Asian countries, India at 38 is only behind neighbouring Nepal, which is ranked 29, though India falters in the Public Opinion Index. Tel Aviv, Israel
“65% of Indians are under the age of 35 with a higher propensity to travel, and that about 10% of people would be part of the LGBTQIA+ community. That’s about 135 million people, a massive opportunity in terms of volume that we could focus on.”
has demonstrated a gay-friendly agenda for well over a decade and its tourism demonstrably goes up during the Tel Aviv Pride Parade. LoAnn Halden, Vice President-Communications for the International LGBTQIA+ Travel Association, IGLTA, cites the example of a hotel in Kyoto, Japan, which began promoting same sex wedding packages—and domestic LGBTQIA+ travel jumped to that property.
International Gay and Lesbian Travel Association (IGLTA), founded in 1983, is the world’s leading network of LGBTQIA+ welcoming tourism businesses— often seen as guiding those in the community as what they would see as gay-friendly spaces. Even the quickest of searches online reveals that there are a plethora of organisations, including leading publications that regularly rank the most LGBTQIA+ friendly locations. Equaldex, an online publication resource on LGBTQIA+ rights, publishes an annual ranking
of LGBT rights by country and territory.
Halden says there is no need to wait for the governments to make changes. “You can make changes today. Tour operators have created safe spaces, for whom we help. We are focussing on emerging destinations that have not had governmental support or infrastructure. India is a huge potential market, both for inbound and outbound.”
There are numerous gayfriendly destinations around the world, many of them amongst the most popular for all travellers. Ramkrishna Sinha makes a business case for LGBTQIA+ inclusion, citing global examples of hotels having queer staff, and gay-friendly spaces. The advantage for the sector –“you get a bigger business buy.” Say LGBTQIA+ people want to do a wedding ceremony or are investing in luxury experiences, and there is room to capitalise on this for sure.
Sinha says LGBTQIA+ travellers do not find many openly ‘safe spaces’ to go to in India. “When a same sex couple is holding hands, or displaying affection in a hotel, they get stared at.” He says the biggest challenge to a more accepting society is the mindset.
Dirk Baumgartl, Head of Travel Content & Strategy, Editor in Chief, Spartacus Traveler and LGBTQIA+ travel expert says the top priority for gay travellers usually is safety. “They want to make sure it's safe to travel and there are LGBTQIA+ friendly hotels.” Spartacus has been publishing the Gay Travel Index since 2012, examining 202 countries and regions on various criteria including anti-discrimination legislation, the possibility of equal marriage or civil partnership, if adoption is allowed, the actual situation of transgender rights, the current situation about how hostile locals are against LGBTQIA+. “There is enough research to prove that establishments supporting the LGBTQIA+ community do well. It is not just about those within the community, but ‘allies’ also would like to be in an inclusive space as they could be travelling with a person who is from the community. It’s a really big market, bigger than you think about.”
Baumgartl cites examples such as Malta or Puerto Rico as destinations that are cashing in due to their inclusive policies. “Puerto Rico has made LGBTQIA+ travellers one of their main pillars.
Thailand is doing a great job in promoting the destination as LGBTQIA+ friendly.” In a significant step, the Thai parliament's lower house has passed a bill giving legal recognition to same-sex marriage, which is expected to boost tourism to the country.
Shah Rukh Khan discusses how travel sparks his creativity, why he's not particularly passionate about food, and his decision to make his homes available for hire on Airbnb.
I travel on work, but that doesn’t count as travel in the real sense of the term. On sets I am surrounded by 200 people, and while I won’t term my behaviour as play acting, I am always guarded. It is when I travel alone, or with family, that I believe I truly unwind.
So, what does travel mean to me?
Spending private time with family, bonding with the natural world around me, and letting my guard down. Travel is liberating. I particularly love flights. The only time when I enjoy my solitude, though, at times, people do come and ask for a photograph, especially when I am flying in a commercial airline.
I have fond memories of the flight I took to New York to meet my son, who was studying there. The flight was liberating as I read a book, watched an old series, and even found time to write.
Travel has always been a constant in my life. My work has taken me all over the world, yet the joy of discovery always remains, whether it is the bliss of being in a new place or the opportunity to immerse myself in new cultures.
My earliest travel memory was from the time I lived in Delhi and travelled to Agra in that train which runs from Delhi to Agra. I had earned my first salary, ₹50 I think, so I decided to go see the Taj Mahal. It is the most amazing
monument anywhere in the world. I remember I spent most of my money on that train journey and I had just enough left for a glass of lassi. In those days, I couldn’t afford hiring a hotel room for the night, much lesser a fancy hotel room.
Now, of course, I enjoy a more comfortable travel experience. If I were to list the destinations I like to travel to, the hotels I have enjoyed staying in, the food I have liked to eat, the list would be something like this:
London: The city is historic and I love its museums. It has a timeless allure. I have often caught the sunrise in the city having stayed up the entire night. I find the mornings in London to be very beautiful. I particularly like cold mornings in London. I can do normal things: spend time with friends and family, play soccer with my kids, visit museums and enjoy a peaceful lunch.
Delhi: Travelling to the city is like travelling back home. It holds a special place in my heart as I grew up in the city. I would love to visit the Red Fort, my haunt as a young man, but I can’t do that any longer. Just this once my friends and I sneaked out and spent some time at the Red Fort late in the evening, reliving our younger days. In Delhi, my favourite hotel is my home; people can now rent it out as a luxury stay on Airbnb! It is filled with keepsakes and mementos from Gauri (Khan) and my travels around the world.
Dubai: The emirate holds a special place in my life. I also own a home here in Palm Jumeirah; the city is my second home. I recently stayed at Palazzo Versace Hotel in Dubai, and loved their hospitality and the luxury. I loved the view of Dubai Creek from the suite. What does one say about Dubai: from my own home to the luxurious dining spaces and restaurants, to adventure sports, Dubai has a lot to offer. If there is another place I stay in Dubai besides my home, it is the Jumeirah Burj Al Arab, which is exceptionally designed and has a vantage view over the vibrant Dubai skyline.
Maldives: I had a family vacation at Jumeirah Vittaveli in Maldives a few years ago, and enjoyed its tranquil ambience and the natural beauty I was surrounded by. The gardens of the resort were a good place for some yoga, some handstand done against a perfect sunset. (Editor: Located in South Male atoll, the hotel is now taken over by Atmosphere Hotels & Resorts and is known as Ozen Reserve Bolifushi.)
Los Angeles: I have a home in Los Angeles, which is also on Airbnb. I live there every time I am in LA. The Runyon Canyon Villa, as it is known, is situated close to all the amazing restaurants and nightclubs around, and has a large pool where I like to spend my vacations, soaking in the LA sun. The home itself has incredible views of the mountains around and the city lights. When we are not around, the home is on Airbnb for anyone to hire.
The cities that inspire me: I believe cities have a soul…they can inspire you and they can move you. If Delhi is the city of my childhood, Mumbai is the city of my dreams. Among the cities that have inspired me I count New York because of its diversity and artistic vibe; Paris, because of its rich history and culture; and Istanbul, with its unique blend of European and Asian cultures and the Bosphorus, is a fascinating destination.
Dining out: When it comes to food, I am a man with very few needs. Give me a good tandoori chicken, and I will be happy. I am not much of an eater. My food is any kind of chicken, normally grilled and some sprouts and salad. Excessive taste for extravagant food takes you away from the core of life.
But yes, travelling does mean dining out, and friends and family insist you join them. So, in London, I recently dined at Il Borro Tuscan Bistro, a restaurant by the Ferragamo family, set in the 1000 acres of Il Borro Estate that belongs to the family. I enjoyed their handmade pastas, and I enjoyed the nature that surrounds the restaurant. The estate is huge and a beautiful location for a restaurant. I think I enjoyed the Tomato Fusilli with Mozzarella and Basil oil from the menu. I dined again at II Borro Tuscan, this time at its Dubai iteration.
There are several luxury restaurants in Dubai, but the food memory I cherish the most is of Al Ustad Special Kebab. They have some of the best kebabs I have eaten, particularly their mutton kebabs. I enjoy hearty Arabic food, particularly the kebabs and their mutton dishes, and I am lucky enough to have been invited for many private meals in Dubai by my wonderful friends there.
In Mumbai, I like the pastas at Mezzo Mezzo in JW Marriott, again because of their handmade quality. Shamiana at The Taj Mahal Palace Hotel is a coffee shop I used
to frequent in the early days of my career and even now, whenever I have the chance to travel to South Mumbai, I drop in. I have very fond memories of the coffee shop and the views it affords of the cityline.
In Delhi, I continue to be partial to the butter chicken from Moti Mahal, again a restaurant with a rich past. I am nostalgic about it. For Mughlai cuisine, I think no one can still surpass Karim’s. It has preserved the Mughlai food traditions and is a sanctuary at a time when everyone is giving up classic food and there is so much of experimentation.
Goa s tourism faces uncertainty amidst the disappointment of the 2023 holiday season, deemed the ‘poorest’ in five years. However, there was a glimmer of revival at the end of the season. As Goa reaches this critical juncture, the question arises: Can it overcome challenges and chart a successful course?
DEEPALI NANDWANI WITH INPUTS BY PRAVEENA SHARMA
The signals from Goa are rather mixed. The 2023 holiday season fell short of expectations, and was labelled by stakeholders across the tourism spectrum as the ‘poorest’ in five years. Amidst the gloom, hopeful indicators suggest that Goa could regain its momentum within the next two years, provided it strategises effectively. The critical question remains: Will Goa play its cards right?
At the onset of the pandemic and the closure of global borders, Goa emerged as India’s prime tourism destination with minimal restrictions, attracting a surge in domestic tourists. In 2022, Goa welcomed 7 million vacationers, with 22,000 foreigners (Goa Department of Tourism Development). This influx drove the highest Average Daily Rate (ADR) increase
“Goa needs quality
tourists;
the focus cannot be on attracting a
wide quantity of tourists.
We
have launched policies to promote homestays and caravan tourism in the remote corners of the state. Private investment is coming in for yoga wellness centres. We want to be known as Dakshin Kashi in the future.”
in the country, soaring from ₹7,500 to ₹10,500, surpassing Mumbai’s rates (HVS Anarock). Upscale and luxury hotels witnessed a remarkable escalation in ADRs, reaching up to ₹60,000 per night, aligning with international standards. However, by December 2023, tourist numbers dwindled to 4 million (GTDC). These could be some of the reasons for the slowdown.
Expensive as a destination: Costs have escalated across the board, from accommodation and dining to transportation. Tourists, lacking public transport options, are compelled to rely on expensive cab services. For instance, a journey from the new MOPA airport to South Goa can set travellers back by ₹3,500 for just an hour-long drive.
Hotel room rents range from ₹6,000 to a staggering ₹60,000 per night. Dining out has become notably more expensive, with a meal for a family of four exceeding ₹1,800, and even a simple sandwich at a fancy café costing around ₹800. Tanveer Kwatra, General Manager, W Goa attributes these costs to the escalation in prices for quality ingredients and expensive labour.
During season, a business class round-trip ticket from Goa to Delhi can range from ₹85,000 to ₹100,000, surpassing the cost of a ticket to Bangkok, which stands at ₹60,000. Nilesh Shah, President of the Travel and Tourism Association of Goa (TTAG), expresses disappointment, stating, “Goa is not the preferred destination anymore.”
Luxury hotels in Goa manage to sustain decent business by adjusting their prices, but smaller establishments such as shacks and budget hotels struggle. Meanwhile, countries such as Vietnam, Sri Lanka, Thailand, and Indonesia are attracting Indian tourists with enticing deals, evident in the 225% surge in Indian arrivals to Vietnam during NovemberDecember 2023.
Kwatra acknowledges Goa’s reputation as an expensive destination, noting that luxury hotels face competition from villas. Despite a successful season with full occupancy, he recognises the need for a pricing adjustment in Goa over time. “It is not just about the accommodation cost. Activities in Goa can be expensive compared to other destinations. An evening out in Thailand can cost 2,500 baht for 2 people. In Goa, it will be comparatively higher.”
The disappearance of charter business: The halt of charter flights during the Covid era has left a lasting impact, particularly on mid and low-tier hotels heavily reliant on longer stays by foreign tourists, says Shah. With Indian tourists typically staying for shorter durations, hoteliers have been compelled to adapt their offerings.
A struggling infrastructure: Goa grapples with multiple challenges, including mounting garbage issues, road disruptions from ongoing infrastructure projects, particularly in Panjim, and growing tensions with locals who often blame tourists for various
From January to May 2024, 38 lakh tourists visited Goa, of which 21,000 were foreign travellers.
Goa had seen a sharp increase in tourists in 2022, when 7 million tourists, largely domestic, travelled to the state. The number saw a sharp decline in 2023 to 4 million tourists.
The ADR in Goa’s hotels is an average of ` 7,500 against ` 10,500 in Mumbai.
In upscale and luxury hotels, the ADRs have skyrocketed from
problems. According to TTAG’s Shah, the sight of littered beaches deters quality tourists, questioning the attractiveness of Goa as a destination.
Shah highlights Goa’s struggle to maintain its appeal to foreign tourists due to the state of its beaches, which have become increasingly dirty and crowded. He emphasises that Goa’s core attractions— sun, sand, and sea—must be prioritised to regain its allure. The shift towards Goa’s inland tourism has considerably failed to resonate with the discerning foreign visitors.
Vijay Thacker, Partner and CEO, Crowe Advisory India LLP emphasises the potential of reviving FITs as a boon for upscale resorts such as St Regis Goa and Taj Exotica. Although there’s a slow but gradual increase in foreign tourist arrivals, the growth rate, especially compared to domestic tourists, remains sluggish, he says.
The recent conflicts in regions such as RussiaUkraine and Israel-Palestine have further altered the profile of Goa’s foreign tourists. Russia and Israel, previously strong markets for attracting FITs, have seen a significant decline in tourist flow, impacting Goa’s tourism sector. Formerly, Russians comprised 40-60% of foreign tourists, but their numbers have also drastically reduced.
The threat of overtourism: Experts believe Goa’s popularity among domestic tourists has not come at the “right value”. Thacker warns of the threat of overtourism, similar to what destinations such as
`15,000 a night to even `60,000 a night.
In fiscal 2023, the rents of branded rooms in Goa touched `8,800, up from `8,200 in 2022 and `7,400 in 2021.
In 2022, ADR levels of premium hotels were nearly 40% higher than 2019. In Q3 CY2023 the Revenue Per Available Room (RevPAR) has also increased by 20% as compared to the same period last year.
In Q3CY2023, the premium segment has seen 50% increase in ADRs and over 40% increase in RevPAR
as compared to the pre-Covid period. The upscale and midscale segment has witnessed a 20% increase in ADR and a 30% increase in RevPAR.
(Courtesy: JLL H&HG)
Even amidst the pandemic, Goa contributed 45% to IHCL’s topline in 20212022, with the group raking in a profit of ` 160 crore just from the state.
Nearly 45% of the population’s livelihood depends on it directly or indirectly, as per JLL Hotels & Hospitality analysis.
As of Q3CY2023, JLL data shows that Goa has the fourth largest inventory of branded hotel rooms across the top 10 hospitality markets in India, with 1,500+ more keys in comparison to other popular leisure destinations. It also ranks fourth in terms of the active supply pipeline with 2,800+ keys under development as of Q3 CY2023.
The state currently gets around 180 daily flights at both its airports.
Himachal Pradesh and Rishikesh are facing. “It is redefining the coastal state’s tourism—shifting it from exclusivity to volumes. Even the profile of tourists pouring in is transforming, compelling stakeholders to cater to their needs. The old is clashing with the new during this transformation, causing a slight disruption in the market.”
Tourist behaviour exacerbates the situation, with incidents such as driving rental cars into the sea and drunk driving leading to accidents. Cruz Cardozo, President, Shack Owners Welfare Society, highlights the disturbing trend of local tourists engaging in disruptive behaviour. “During Christmas and New Year 2023, we found local tourists indulging in open defecation on the beach. They came in big numbers but did not spend much. They would go to wholesale liquor shops, drink and sleep in their jeeps or cars.”
According to Kedar Borker, co-founder of Soul Travelling, a local experiential travel company, while tourism bolsters the economy, unchecked influx of visitors tarnish the fabric of communities, as witnessed in heritage areas such as Fontainhas or Latin Quarters, where tourists have been known to trespass into private property just for a few photographs. “Collaborative efforts with local authorities and community engagement, with villagers as equal participants, emerge as the key in fostering respect and sustainability tourism.”
Tensions also arise from the perception that the staff of several hotels and upscale restaurants are non-locals. Even restaurants are run by non-locals, in a way altering Goa’s traditional character. This shift away from the authentic Goan experience has led to a decline in foreign tourists, particularly charter flight travellers, thereby impacting high-value business for the resorts.
The season concluded on a positive note in April 2024, with approximately 3.8 million visitors to Goa between January and April, including 280,000 foreign travellers. Thacker observes Goa’s evolution from a destination primarily for seasonal leisure tourists to a bustling year-round hub offering homestays, second homes, casinos, lavish weddings, MICE events, festivals, and more. “Unlike in the past, when Goa took a break during the hot summers and unrelenting monsoons, the city does not rest anymore.”
Gurmeet Arora, Co-founder, YAZU Goa, a popular Japanese restaurant on the Candolim beachfront, notes a year-end surge in hotel occupancy, particularly during December’s peak tourist season, which often offsets earlier reports of lower arrivals. “This trend often counterbalances any reports of underwhelming tourist arrivals earlier in the season.”
PARTNER AND CEO, CROWE ADVISORY INDIA LLP
“Overtourism is redefining the coastal state’s tourism—shifting it from exclusivity to volumes. Even the profile of tourists is transforming, compelling stakeholders to cater to their needs. The old is clashing with the new during this transformation, causing a slight disruption in the market.”
The resurgence of tourism in the latter part of the 2024 season bodes well for Goa’s future, with multiple contributing factors.
Mopa Airport: “The opening of the Mopa airport has been the biggest game-changer for Goa, introducing a new dynamic to the region. What was once a laid-back destination has experienced a significant increase in visitor volume in recent years,” says Thacker. Tourist influx is evident in the bustling activity at its airports.
Shacks, iconic structures synonymous with Goa's beach culture, face an uncertain future amidst market upheaval. Cruz Cardozo, president of the Shack Owners Welfare Society, voices concerns over incidents on Goa's beaches amplified on social media, tarnishing the state's tourist image.
Despite a surge in tourist numbers, shack owners struggle as the spending power among new domestic tourists remains low, translating to minimal earnings.
In South Goa, shack owners attribute a decline in tourists to the high costs of cab rides, especially since the opening of the Mopa airport. James Gomes, a shack owner in Betalbatim, highlights the disparity in cab fares (it can amount to ₹3,500 from the airport to anywhere in South Goa), driving tourists to favour the north.
Tourism in Goa has long been intertwined with shacks, but Dixon Vaz, hotelier and Cavellosim sarpanch notes the increasing bureaucratic hurdles in setting up shacks, now resembling commercial entities. With fees amounting to ₹3.5 lakh, shack owners face pressure to operate as profitable ventures.
“Back in the ‘90s, the procedure to set up a shack was very convenient. One could just apply, pay the fees and start the business. Today, you have to go through so much administrative paperwork. There are multiple rules and regulations. Shacks are becoming commercial entities.” The National Centre for Sustainable Coastal Management (NCSCM) survey states that there are 1,131 shacks in the state, and the competition is quite intense.
According to JLL’s H&HG analysis of the Goa market, Mopa’s domestic flight operations commenced in January 2023, followed by select international routes in July 2023. From January to October 2023, domestic passenger arrivals in Goa surged by 35% compared to the same period in 2019, with the new terminal augmenting passenger volumes without displacing travellers from Dabolim.
Dabolim International Airport, operating at maximum capacity with 80 daily flights, contrasts with the Manohar International Airport (Mopa), which handles approximately 100 aircraft movements and 15,000 passengers daily.
The aviation landscape is further stirred by the debut of Fly91, a local airline linking Hyderabad and Bengaluru initially, with plans to expand to numerous Indian cities. With aspirations for a 30-32 aircraft fleet within five years, Fly91 envisions connecting up to 50 cities and establishing a new base annually to serve up to 10 additional cities.
The Brits are back: As the season wound down, Goa’s travel and hotel stakeholders rejoiced as their beloved tourists, the British, returned. They’re opting for stays in Candolim and Arambol in the north or along the beaches in south Goa. Orlando Nunes of Trail Blazers remarks, “After the hippies of the ‘70s and ‘80s, the British truly put Goa on the international tourism map. We anticipate a significant surge in British tourists for the 2024 tourism season.”
Source: JLL Hotels & Hospitality
Luxury segment holds its own: The December 2023 slowdown predominantly impacted mid-level and economy hotels, while luxury establishments fared relatively well. Kwatra notes, “Comparing pre-COVID and post-COVID data, the luxury hotel market has seen a 15% growth. Goa is increasingly appealing to discerning travellers seeking luxury experiences, driving the focus of hospitality in the region.”
Anmol Ahluwalia, Area Director of Operations for Goa and Head of the Center of Excellence for Accommodations at IHCL, argues that luxury travellers seek tranquility and serenity, which explains why legacy hotels such as Taj Fort Aguada and Taj Holiday Village, along with the entire IHCL group, have remained perennial favourites. He emphasises, “What we provide is an experience of the authentic, untouched Goa. Tourism in Goa encompasses diverse aspects and facets that can
AREA DIRECTOR - OPERATIONS, GOA & HEAD OF CENTER OF EXCELLENCE (COE)ACCOMMODATIONS, IHCL
“It ʼs important to view Goaʼs future with optimism. Challenges may arise, but we should focus on crafting a positive narrative for the state, highlighting its diverse offerings and unique appeal to travellers.”
INVENTORY DISTRIBUTION BY LOCATION AS OF Q3CY2023
Central Goa spans Panjim or Panaji, the capital city, and Old Goa, the erstwhile capital of the Portuguese rulers.
Economy Midscale Upscale
Upper Upscale Luxury
NORTH CENTRAL (PANJIM, OLD GOA)
Source: JLL Hotels & Hospitality
harmoniously coexist.” IHCL just recently signed a sixth Taj hotel in Goa, strengthening its inventory in this crucial destination. Spread across 17 acres, the 170-key resort boasts an enviable beachfront with unobstructed views of the Arabian Sea.
The restaurant renaissance: The restaurant scene in Goa has undergone a remarkable renaissance, attracting some of India's top chefs to offer a diverse range of cuisines across various settings, from beachside cafes to villa restaurants. With over 2,500 dining establishments in Goa, including approximately 40 in Assagao alone, known as Goa’s unofficial Restaurant Mile, the culinary landscape is thriving. Chefs such as Ashwin Martins who craft a modern Goan dining experience rooted in tradition, and eateries such as Hosa and Tanjore Tiffin deliver globally acclaimed dining experiences.
Goa as a wedding and MICE destination: Goa’s reputation as a luxury destination extends to its appeal for MICE events and weddings. The expansive Taj Cidade de Goa complex, boasting 500 rooms and suites, 10 diverse bars and restaurants, and other amenities spread across 30 acres of tropical landscape along Vainguinim Beach, effectively leverages its two properties: Taj Cidade de Heritage and Taj Cidade de
Horizon. Over the past year, these properties have experienced a notable 30% increase in weddings and MICE events.
Reverse migration: JLL India’s Hotels & Hospitality division, in its analysis on the Goa market, notes the evolution of the state from its traditional role as an idyllic holiday spot to a preferred destination for India’s passive reverse migration trend. This shift has fuelled the rise of villas, residential developments, and international concepts such as branded residences, alongside a flourishing food and beverage industry catering to both tourists and residents. The
CO-FOUNDER, SOUL TRAVELLING
“The
spectre of overtourism looms over popular spots such as Vagator and Baga, underscoring the importance of targeted marketing tailored to discerning travellers. It's not merely about revenue but fostering responsible tourism—a narrative that invites visitors to immerse themselves in local communities, savour indigenous cuisine, and forge meaningful connections with nature.”
Department of Tourism, Govt. of Goa has prepared a Tourism Master Plan and Policy for Goa. It talks about:
Regulating tourism activities in eco-sensitive zones and protected areas.
Banning of glass bottles and plastic as well as consumption of alcohol on beaches.
Appointment of private agencies for beach cleaning and garbage management.
Setting up modern solid waste management facilities.
Developing Unique Selling Proposition (USP) such as Goa’s colonial past blended with idyllic inland landscapes; its Sussegado way of life, developed and applied in multiple ways throughout the whole territory and numerous tourism products. This USP should be transmitted with a strong emphasis on ‘storytelling’ techniques that tell a narrative of Goa as a heritage and cultural destination.
Goa is known for its trance and beach parties, which are very restrictive in terms of market segment attractions. However, it is a strong differentiating factor, especially for the domestic market and should be scaled and transformed into a better experience.
Promote Work from Goa by setting up infrastructure, such as good internet communication, launch of cab app Goa Miles to ensure ease of travel within the state, and collaboration with the locals.
Promote the blend of cultures, Indian and Portuguese, that Goa is famous for, as well as its Arabic heritage.
Development of eco-tourism opportunities along Goa's Western Ghats slant districts and forests.
influx of new migrants has spurred the growth of chic restaurants, cafes, and bars in the region.
Casinos draw in tourists: Ricardo D’souza, owner of the popular Tito’s nightclub says Goa is being transformed into India’s Macau and the rise in domestic tourism has been influenced by the presence of casinos. Hotels near these gambling establishments experience high occupancy rates due to bookings made by casino visitors. Although casinos were initially impacted by the 28% GST imposed on them, experts anticipate that this new levy will not have a lasting effect as casino tourists tend to adjust to the added cost.
The inventory: Over the past year, Goa has witnessed a flurry of hotel openings, ranging from small boutique properties to major luxury establishments. Notable among them is JW Marriott's inaugural venture in Vagator and the grand opening of St. Regis Goa, located at the former site of The Leela Goa on Mobor Beach in Cavelossim. Additionally, several new hotels are scheduled to open across various categories in the next five years. (See box on Goa Hotel Openings for details).
According to JLL Hotels & Hospitality’s Goa market analysis, the state has the fifth largest inventory of branded hotel rooms across the top 10 hospitality markets in India. Goa currently has 1,500+ more keys
GENERAL MANAGER, W GOA
“Thereʼs a lucrative market in the Middle East waiting to be tapped. With a penchant for Indian cuisine, sun-kissed beaches, rejuvenating spas, and Ayurvedic therapies, Goa has immense potential to attract Middle Eastern tourists, including expatriates seeking familiar comforts in a new setting.”
Source: JLL Hotels & Hospitality and Airport Authorities of India.
in comparison to other popular leisure destinations in the country. In the recent years, north Goa has witnessed inventory growth in the premium segment which was marked by the opening of W Goa in 2017, followed by Hilton Saipem Hills (2020), Westin Anjuna (2021), and JW Marriott Vagator (May 2023). “Historically, hotels in north Goa witnessed higher occupancy levels than hotels in south Goa. However, premium hotels in south Goa enjoyed higher Average Daily Rates (ADRs). Now, with new premium hotels opening in north Goa, this market is also achieving high ADRs comparable with south Goa’s premium hotels,” mentions JLL's report.
Hotels with a difference: JLL’s analysis of the Goa market underscores the rising demand for vacation rentals, shedding light on the spending habits and refined preferences of a segment of travellers to the region. This surge has catalysed the emergence of boutique hotels, blending the allure of luxury vacation rentals with the assurance of hotel-level service and quality.
Various sub-brands of major hospitality groups, such as Storii by ITC and amã Stays & Trails by IHCL, alongside independent operators such as The Postcard Hotels and a range of boutique establishments such as The Astor, have significantly energised the market. “While Goa has long been home to boutique gems such as Casa Britona and Siolim House, spearheaded by passionate independent proprietors,
Despite its global appeal, heritage tourism in Goa remains underexplored, presenting an opportunity for development, such as showcasing Kadamba-era ruins.
Vijay Thacker notes a gradual shift in tourist preferences, with inland resorts attracting domestic travellers. “Discerning travellers do not use the beach so much. He is happy with the inland resorts”.
Gurmeet Arora, co-founder of YAZU advocates a comprehensive approach. “Cultural immersion, nature exploration, culinary adventures, and sustainable practices are crucial. We must encourage travellers
GENERAL MANAGER, THE ST REGIS GOA
“Goaʼs rich cultural heritage presents opportunities for promotion through cultural events and niche tourism markets. Initiatives such as guided walks showcase Goaʼs cultural aspects effectively.”
to explore Old Goa’s architectural wonders, including UNESCO-listed sites such as the Basilica of Bom Jesus.”
Things are slowly changing, at least at the policy level. The touch points of ‘Goa Beyond the Beaches’ campaign by Goa Tourism Development Board highlights various attractions: Lakes, rivers, mangroves, estuaries, heritage sites, cultural experiences, and culinary delights.
On the ground, experiential travel companies such as Soul Travelling are offering a more intimate exploration of Goa's and hinterland.
Kedar Borker, Co-founder, Soul Travelling, says,
“From solo Gen Z and millennial explorers to seasoned married couples seeking camaraderie in adventure, there is diversity in the people who book experiences. A sweet spot emerges in the age range of 25 to 45. The experiences range from a walk across the Latin Quarters or Fontainhas to exploring Curdi—a submerged hamlet that resurfaces during summer months, pulsating with life for a brief period before monsoons reclaim it.”
The narrative of experiential travel companies unfurls like the fabled Atlantis of Goa, drawing seekers of offbeat experiences, steeped in culture, nature, and
wildlife. Nature enthusiasts find solace in Goa's rich biodiversity. Trails through centuries-old forests and culinary odysseys to tribal communities unveil Goa's lesser-known facets, transcending the stereotypical narrative of mainstream tourism.
Anmol Ahluwalia, Cluster GM of Taj North Goa and Head of Centre of Excellence for IHCL emphasises the need for initiatives such as the All India Institute of Ayurveda Science to transform Goa into an Ayurveda destination. There is also a need to promote cashew and spice plantations, and unexplored sacred forests and groves to attract highquality tourists.
Vijay Thacker, Partner and CEO at Crowe Advisory India LLP contends that luxury and five-star hotel developments have been scarce in recent years. According to data from the National Database for Accommodation Units released last year, Goa ranks third in the number of five-star hotels in a state, with 32 properties, trailing behind Kerala and Maharashtra.
But this is slowly changing.
The Oberoi Group recently announced its debut in Goa, adding to a wave of new hotel openings across various segments. From Larisa Resort in Ashwem to Radisson in Baga, and Fairfield by
Marriott in Calangute, the hotel landscape is flourishing. Boutique options such as Kaia Oceanfront in Ashwem and IHCL's amã Stays & Trails and SeleQtions projects reflect this diversity. Additionally, Storii Shanti Morada in Saligao, Storii by ITC Hotels Moira Riviera and IHCL’s Yellow House at Anjuna contribute to the mix of independent hotels, beach properties, and villas, showcasing a robust hotel infrastructure.
IHCL, known for introducing luxury to Goa with the Taj Fort Aguada Resort & Spa in 1974, plans to expand its portfolio of 23 properties, including hotels
and luxury homestays. Despite the pandemic, Goa contributed significantly to IHCL's revenue, accounting for 45% of its topline in 2021-2022, generating a profit of ₹150+ crore.
Many new properties are being built inland due to stricter regulations prohibiting construction within 500 metres of the coastline.
JLL research indicates that the Mopa Airport will further drive hotel development, with plans for over 500 keys across various segments, a convention centre, and retail elements, emphasising upscale F&B options that celebrate Goa’s culture and heritage.
the entry of branded hotel groups has injected a new dynamism into this niche,” observes hotel consultant Carlos Santana, who collaborates with numerous independent boutique hotels in establishing their presence in the state.
Kwatra acknowledges some challenges but remains optimistic about Goa’s future. “I read a new survey with tourists travelling to Goa, and almost 62% were interested in exploring local tourism, which is good for a destination. There is a need for forward-thinking strategies, catering to the evolving preferences of Gen Z.”
Among the beyond the beaches attractions Goa offers, Ahluwalia of IHCL highlights assets such as Ayurveda, hinterland tourism, and spice plantations. He praises government initiatives such as the Goa Miles cab app and the reconstruction of Panjim as a Smart City. Ahluwalia also mentions discussions about implementing seaway and electric bus transportation via ferries and boats, along with the potential launch of a helicopter service. “Goa is home to ancient temples, estuaries, mangroves, rivers, forests, and has a culinary heritage that is comparable to the more popular cuisines in India.”
Arora suggests a multi-faceted approach to reviving the hotel market, including flexible booking policies, and domestic and regional travel promotions. “We need to tailor experiences
“The
Goa government has taken commendable steps to boost tourism, investing in enhanced infrastructure, sustainability initiatives, and skill development programmes. These efforts have attracted eco-conscious travellers, empowered the local workforce, and streamlined bureaucratic processes for new businesses, fostering healthy competition.”
for specific markets such as wellness retreats or remote work getaways, and collaborate with local communities to create sustainable experiences.” He suggests judicious approval of commercial ventures and responsible tourist behaviour policing to address these challenges.
Satish Kumar, General Manager of The St Regis Goa Resort highlights licensing regulations and contends that the “the government needs to address licensing policies and enhance intra-city transport. Improved transportation and connectivity can greatly influence the travel market. As other destinations in India rise in prominence, Goa must enhance its tourism experience to maintain its preferred status”.
Ensuring an authentic experience is crucial for Goa’s tourism revival. Travellers seek genuine experiences and are discerning about where to stay and dine. Legacy eateries set up over three decades ago, such as Bomra’s, Le Reverie, and Pousada by the Beach embody the quintessential Goan experience and resonate with tourists.
Chief Minister Pramod Sawant acknowledges that Goa needs a better tourist, who wants to experience the state beyond the beaches. “We are promoting the digital nomad concept in Goa. Every village in Goa is digitally connected. ‘Har Ghar Fibre’ is being completed in the capital city of Panjim to ensure that internet reaches every corner. We are promoting ‘Work from the beach’. Under this, people can come to Goa to relax and also work.
“We have launched policies to promote homestays and caravan tourism in the remote corners of the state. We are also working on promoting Goa as a spiritual tourism destination. There are so many temples in the state. Private investment is coming in for yoga wellness centres. We want to be known as Dakshin Kashi in the future.”
Kwatra advocates for a balanced approach to tourism. “There’s fallow land and abandoned monuments lying unused. They can be used to create innovative tourism experiences. Behind W Goa is the Chapora Fort, which is falling to pieces. It can be given to a private party and developed so that it can be conserved.”
Expanding into markets such as Middle East with upscale Ayurveda spas and centres could attract a new segment of tourists. “Arabs and expats living in the Middle East love the sun, sand and Ayurveda. There is a huge captive market there, from Saudi Arabia to Qatar. Goa is just 2.5 hours from Oman.” He also suggests developing designated areas with latenight restaurants and nightclubs to cater to India’s need for a party destination while preserving the state’s character.
Ultimately, Ahluwalia believes that the stakeholders must try and market the destination better. “We need to set a positive narrative as an industry, government and policy makers. Narratives and storytelling are very strong tools and we need to develop that.”
The stratification of Goa’s tourism, with quieter options in the south and bustling scenes in the north, is a growing trend.
Goa is on the cusp of transition and how the tourism market develops from here will define its destiny as India’s premier destination.
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Goa may witness residential real estate tie-ups with hospitality partners for branded residential projects, a trend which is gaining traction in other prominent markets across Asia-Pacific regions.
JAIDEEP DANG MANAGING DIRECTOR, HOTELS & HOSPITALITY GROUP AT JLL
India’s smallest state with one of the smallest populations has consistently been one of the country’s most popular tourist destinations. Goa is also gradually becoming the preferred destination of the passive reverse migration movement India is currently witnessing.
While the tourism and hospitality industries keep growing at a steady pace, this phenomenon has resulted in the rise of villas and residential developments, the emergence of international concepts such as branded residences, besides a booming food and beverage industry which caters to its ever-growing tourist and resident population.
Tourism is the lifeline of Goa’s economy, with nearly 45% of the population’s livelihood depending on it directly or indirectly.
Historically, north Goa has always been the tourist hub and continues to welcome a significantly larger volume of tourists as compared to south Goa. The development of the airport at Mopa will only further harness the full tourism potential of the region.
As per JLL research, this new airport district is also scheduled to witness the influx of 500+ keys across various hotel segments, a convention centre and retail elements largely driven by upscale F&B options, which pay homage to Goa’s culture and heritage.
Hotels in the north v/s the south of Goa
Historically, hotels in north Goa witnessed higher occupancy levels than hotels in south Goa. However, premium hotels in south Goa enjoyed higher Average Daily Rates (ADRs). Now, with new premium hotels opening in north Goa, this market is also achieving high ADRs comparable with south Goa’s premium hotels.
Goa currently has the second highest RevPAR (second to Mumbai) among all major markets in the country. It was also one of the first to recover from the pandemic on the back of strong domestic leisure demand.
This consistent growth can be attributed to several factors. Increased demand from the MICE and wedding segments, which hotels receive during offseason and shoulder periods have stabilised market performance throughout the year and led to an overall increase in the levels of occupancy.
As demand continues to grow, the hospitality market in Goa is expanding its offerings with the swift rise of vacation rentals entering the market on account of strong luxury residential real estate demand.
The uptick in demand can be attributed to factors such as quality outdoor environment, prevalent law and order, growing tourism demand, significant infrastructure development, increased connectivity, and increased
Source: Courtesy JLL Hotels & Hospitality
demand from both local and out-ofstate buyers.
Rental service providers such as Lohono Stays by Isprava and The Blue Kite by Vianaar Homes are subsidiaries set up to facilitate the smooth operation of such a rental model for investors.
These developments typically offer exquisitely crafted homes, either standalone villas, as part of a gated community, or sprawling apartments in an exclusive development, with lush outdoor spaces and state-of-the-art facilities on par with global standards.
The market is also home to the ultra-luxury villa segment, which includes independent units such as legacy homes and private estates.
As per JLL data, demand for the ultra-luxury (`15 to 25 crore) and luxury villas (`10 to 15 crore) segment is typically driven by celebrities from the sports and entertainment industry and High Net-Worth Individuals (HNIs), both Indian and overseas, and yield average rentals between `40,000 to `80,000 per night, based on the villa type and location.
The growing demand for vacation rentals draws focus to the spending potential and discerning preferences of a section of travellers visiting Goa. This has further resulted in the boom of boutique hotels, which offer the best of vacation rentals along with service and quality assurances of a hotel.
The pandemic witnessed the launch of several sub-brands by established hotel operators to leverage the market potential of this segment given year-round demand for Goa as a destination. This can be witnessed in some of the openings recorded in the recent past.
As the strongest tourism destination in the country, Goa is also the birthplace of skillfully crafted experiential accommodations such as The Postcard Hotel and Storii by ITC Hotels, among others. The Postcard Hotel is a collection of intimate luxury hotels and one of India’s newest homegrown luxury hotel brands. The chain made its debut
in Goa in December 2018 with three distinct properties and opened its fourth hotel in the state last year at Netravali, south Goa.
Storii Shanti Morada in Saligao was one of Storii by ITC Hotel’s first premium boutique properties to open in Saligao in September 2022 and was followed by the opening of the Storii by ITC Hotels Moira Riviera in July 2023.
The burgeoning domestic demand Goa enjoys has resulted in a flourishing homestays’ segment, which comprises local players and established operators such as SaffronStays and StayVista. In 2019, The Indian Hotels Company Limited (IHCL) entered this market by launching a new homestay concept under the amã Stays & Trails brand, which currently has 13 operational villas across Goa.
The evolution of Goa as a destination
As more domestic and international routes enjoy direct connectivity to Goa, we anticipate the absorption of the proposed upcoming supply in the short to medium term. The new airport will improve connectivity to Goa and southern Maharashtra’s hinterlands, thus providing impetus to development in these peripheral regions and creating avenues for lucrative investments.
As the market expands, we envisage the strengthening of the residential sector on the back of steady demand and upwardly stable prices.
Given that Goa is always ahead of the curve, in time we may also witness residential real estate tie-ups with hospitality partners for branded residential projects, a trend which is currently gaining significant traction in other prominent markets across AsiaPacific regions.
Jones Lang LaSalle, a Fortune 500 company, is a leading professional services firm that specialises in real estate and investment management.
Is Indian hospitality finally into a ‘golden’ period— unexpectedly as we may have arrived into it, buoyed by post-Covid revenge travel phenomenon that has seen all the key metrics for the sector soar, globally and especially in India.
CURATED BY SUMAN TARAFDAR
In 2023, occupancy peaked in many of India’s leading destinations , with a multitude (though not all) hotels have reported multiple hotel-full days, web searches for travel and stay are breaking records, according to those keeping track. Most crucially, rates are shooting, and indeed have been at their highest ever! The crucial question is: How can this buoyancy be kept up? To temper the heady optimism, two of the nation’s top tourism markets—Goa and Kerala— have not reported their best results this past ‘peak’ season (read October 2023-March 2024).
We asked leaders in Indian hospitality industry to reply to these queries:
As India is finally poised to take off more rapidly than ever before, what steps are you taking to cash into this market?
As a leader what will be your focus in the next year or two?
The optimism displayed by our leaders—and they are best poised for that panoramic view of Indian hospitality—could be infectious though. A record number of signings have been reported, from conversions to consolidations. New owners are flocking in, allured by the promises of assured returns, eager to be part of the sector’s growth story. Of course, in a rapidly transforming world going well beyond the sector, the leaders also note the larger trends affecting the sector —with dynamic technology, personalisation of experiences, evolving policies, economic growth, sustainability amongst the primary areas of transformation. Sub sections of tourism are poised to carve out distinct identities.
Here’s how the individuals at the very top of the sector are predicting 2024 and beyond will go for the hospitality space in India.
ANIL CHADHA CHIEF EXECUTIVE OFFICER, ITC HOTELS
The India growth story stands out as an indicator of the immense potential of Indian enterprises and the thriving business ecosystem which has helped power the economy and unlock various growth opportunities. The hospitality industry, which was in the throes of a crisis during the Covid-19 pandemic, has witnessed a tremendous bounce-back. At ITC Hotels, we pivoted to an ‘asset-right’ model some years ago that has proved to be successful, enabling us to strike a balance between managed and owned properties.
Recognizing the distinct consumer preferences, we launched two new hotel brands: Storii and Mementos, each tailored to cater to different audience segments and provide bespoke experiences. With the launch of these brands, we have also opened up the opportunity for owners of various properties to partner with us to enjoy world-class distribution, best-in-class loyalty programme benefits, and other inherent operational strengths and efficiencies. Foreseeing an increase in demand for premium hospitality experiences, we are significantly expanding our portfolio across both metro and Tier 2 cities.
We launched a number of properties across India and embarked on our international foray with the opening of ITC Ratnadipa in Colombo in April this year, followed by Mementos by ITC HotelsJaipur, demonstrating our dedication to showcasing India's rich cultural heritage and stunning natural landscapes. We have a strong and steady pipeline across various brands: ITC Hotels, Mementos, Welcomhotel, Storii, Fortune and Welcomheritage. Recent additions to our portfolio include Storii properties in Goa, Solan, Manali and Welcomhotels in Manali. We also launched WelcomHeritage in Prayagraj and Fortune Hotels in Bhaktapur (Nepal), Delhi, Khajjiar, Ekta Nagar and Hosur.
The emergence of recent trends promises exciting times for the Indian hospitality industry. The expansion of five-star hotels in India is being driven
The expansion of five-star hotels in India is being driven by increased travel demand due to rising incomes, improved connectivity, hosting of global events, and the government's focus on tourism.”
by increased travel demand due to rising incomes, improved connectivity, hosting of global events, and the government's focus on tourism. Expected to continue for a few years, this has led to heightened interest from investors and hotel chains, catering to both business and leisure travellers. Additionally, the emerging trend towards domestic tourism embracing various travel styles and a shift towards tier-2 and 3 cities has significantly contributed to this growth.
With its rich cultural tapestry, diverse ecosystems, and deep-rooted traditions of sustainability, India is perfectly poised to lead in offering regenerative travel experiences. ITC Hotels is exceptionally positioned to deliver these transformative journeys, thanks to our carefully curated offerings and the strategic locations of our properties. This allows us to provide guests with immersive experiences that not only rejuvenate the individual but also contribute positively to the environment and local communities.
MANAGING DIRECTOR, INDIA AND SOUTHWEST
ASIA, HYATT INDIA CONSULTANCY PVT. LTD.
As the domestic travel industry continues its upward trajectory in 2024, India's hospitality sector is undergoing a transformative journey. With modern travellers redefining their travel preferences, a wave of trends is ushering in an era of unprecedented opportunities and innovations nationwide. These are indeed promising times, and I foresee substantial growth over the next 5-7 years, with India emerging as a significant global player in the hospitality industry.
India remains one of Hyatt’s top global growth markets after the Americas and China. In fact, Hyatt
in India saw 33% year on year (Y-o-Y) growth in RevPAR in 2023, while this year it has increased by 14%, driven by strong occupancy and rise in average daily rates. We will continue to thoughtfully grow our presence across the country with a key focus on LLLLW—‘Loyalty, Luxury, Leisure, Lifestyle, and Wellness’ which aligns with the evolving demands of our target audience.
Hyatt currently has over 50 hotels in Southwest Asia across nine distinct brands and we have already crossed the 10,000 keys milestone. 2024 will see a strong footprint expansion with 8 new openings and 1,200 new keys across leisure and city locations. There will be growth in brand footprint to over 55 hotels across leisure and business destinations in the Southwest region as brand portfolio expands with JdV by Hyatt as the ninth Hyatt brand in India.
The Hyatt Regency brand, which is a key growth driver for Hyatt in the region, will enter a new destination with the slated openings of Hyatt Regency Kasauli and Hyatt Regency Ghaziabad. The Hyatt Place brand is expected to enter three new locations in the region with Hyatt Place Aurangabad, Hyatt Place Haridwar and in a new country with Hyatt Place Dhaka Uttara (Bangladesh).
The Hyatt Centric brand will expand its portfolio with the expected openings of Hyatt Centric Hebbal Bengaluru and Hyatt Centric Ballygunge Kolkata. We are also bringing The Unbound Collection to India in 2025 with the Noor-Us-Sabah palace in Bhopal. The property is one of Bhopal’s oldest and most soughtafter hotels. The property will undergo extensive refurbishment and is slated to debut as a 60-room heritage hotel in 2025.
We will maintain a balanced portfolio, ensuring thoughtful growth that aligns with customer demand and enhances our reputation as the preferred choice for guests. We are opening new properties in some of the most sought-after existing and emerging destinations and introducing new brands from Hyatt’s global portfolio, to meet the diverse hospitality needs of our guests across the region. By focusing on these strategic areas, we aim to sustain our momentum and contribute to India’s emergence as a significant player in the global hospitality industry.”
We are also bringing The Unbound Collection to India in 2025 with the Noor-Us-Sabah Palace in Bhopal. The property is one of Bhopal’s oldest hotels, and will undergo extensive refurbishment and is slated to debut as a 60-room heritage hotel in 2025.”
EXECUTIVE VICE PRESIDENT, REAL ESTATE & DEVELOPMENT, IHCL
Indian Hotels Company (IHCL), India’s largest hospitality company, marks yet another year of accelerated portfolio expansion in FY’24 with 53 signings and 34 openings. Pacing ahead of its market guidance under Ahvaan 2025, IHCL achieves a portfolio of 300+ hotels including an industry leading pipeline of 90+ hotels.
With the pace of growth increasing year on year, FY’24 set new benchmarks with 53 signings, one contract a week. Of this, our recent strategic alliance with Tree of Life resorts contributed 14 new hotels to the portfolio.
This year we have signed new projects in international locations such as Dhaka, Bhutan, Nepal and Frankfurt. On the domestic front, key signings included large format hotels at international airports in New Delhi, Cochin and MOPA Goa. We strengthened our leisure and spiritual portfolio across locations like Alibaug, Bekal, Naukuchiatal, Ayodhya and Haridwar.
In FY’25, we will continue our signings momentum and open 25 new hotels.
With India’s rising affluence and growing appetite for travel, IHCL will tap into emerging segments with newer offerings like upscale full-service hotels. IHCL will introduce the re-imagined Gateway, a full-service hotel offering in the upscale segment, an ideal fit to
With India’s rising affluence and growing appetite for travel, IHCL will tap into emerging segments with newer offerings such as upscale full-service hotels. IHCL will introduce the reimagined Gateway, a fullservice hotel offering in the upscale segment.”
capture growth opportunities in emerging micro markets in metros and Tier 2 and 3 cities. The brand roll-out starting with 15 hotels will commence with launches in Bekal and Nashik this quarter followed by destinations like Bengaluru, Thane and Jaipur. The brand will scale to a 100 hotels portfolio by 2030.
Our next phase of growth will also be marked by harnessing our existing partnerships for multi hotel projects.
AJAY K. BAKAYA MANAGING DIRECTOR, SAROVAR HOTELS & DIRECTOR, LOUVRE HOTELS INDIA
The hospitality industry in India experienced a remarkable revival in 2023. Multiple economic factors contributed to the success and are expected to continue in 2024. Vengeance travel post-COVID, strong economic indicators, stable government, rising disposable income, improved infrastructure, better interstate connectivity, and pro-tourism government initiatives and policies have contributed to hospitality sector’s success so far.
Sarovar’s growth story, too, is riding on this positive sentiment and we hope to continue with renewed focus and be future-ready.
We witnessed favourable growth in 2023 and looking at a bullish 2024. With 10 hotel openings in 2023 and 20 to open in 2024, we have added significantly to our portfolio which stands close to 8,500 keys. Our pipeline includes 70 hotel openings in the next five years across India and international markets. With this kind of growth comes its own set of challenges, the key being the need for skilled manpower. To address this, we have started our own Management Trainee Program that will allow students to acquire skills via a fast-track route and gain employability with our hotels. We do foresee that this will prepare us and address a major part of our manpower requirement.
We have clear priorities when it comes to markets, segments, and brands we want to venture into, introduce and grow. We will continue to focus on Tier 1, 2 and 3 cities with business partners who share our passion and business objectives. There are opportunities for robust growth in the pilgrimage segment and we will strengthen our presence in this segment. From our international portfolio of brands, we will launch HOSHO this year and looking forward to expanding our footprint in international markets, particularly in Africa and Nepal.
While we are focused on our growth, we are also mindful of bringing value to our stakeholders. This needs continuous introspection and evaluation in areas where we see scope for improvement. We intend to make planned investments in training and technology to improve our business processes and productivity.
Economic stability is by far the most fundamental requirement for any industry’s growth. Multiple factors are playing a critical role and reinforcing
There as opportunities for robust growth in the pilgrimage segment and we will strengthen our presence in this segment. From our international portfolio of brands, we will also launch HOSHO this year.”
positive sentiment and optimistic business climate for the Indian hospitality sector. Rising disposable incomes, infrastructure development, lifestyle changes and aspirations of the middle class, emerging tourist destinations beyond conventional destinations, technological advancements, and growing awareness of the environment are very positive indicators.
As a leader, my focus would be to prioritise delivering exceptional customer experiences by focusing on service excellence, personalisation, and guest satisfaction. Invest in staff training and development to ensure high standards of hospitality and guest engagement. Embrace innovation and technology to enhance operational efficiency, improve service delivery, and integrate sustainable practices into business operations to minimise environmental impact.
ZUBIN SAXENA SENIOR VICE PRESIDENT AND COUNTRY HEAD, INDIA, HILTON
India stands as the world’s fifth-largest economy, presenting Hilton with significant opportunities to extend our footprint into emerging cities and markets, and enrich our brand offerings.
The travel and tourism sector is gearing itself for future-forward shifts. In years to come, hospitality will embrace a transformative shift, focusing on personalised experiences and sustainable practices. Slow travel and purpose-driven trips are gaining traction, with travellers seeking relaxation and wellness over hectic schedules.
India is poised to become the fourth largest global spender on travel by 2030, with the middle class, comprising 47% of its population, expected to have increased purchasing power, as reported by Booking. com-McKinsey & Company. This burgeoning segment will drive change in the way people travel.
We firmly believe that the long sunrise is here for Hilton in India, especially in 2024, with significant launches and signings on the horizon. India has seen Hilton deploy five brands across 26 hotels in the estate and intent is to triple the estate to include 75 trading and pipeline hotels in the coming years. We have major expansion plans for India from both a domestic and outbound perspective.
Building upon the strong growth and performance witnessed in 2023, Hilton’s business in India is shaping up to be our strongest yet, demonstrating remarkable resilience and continued expansion in 2024, surpassing pre-pandemic levels.
We continue to lead the industry as the fastestgrowing hospitality company in Asia Pacific, and are rapidly expanding our presence. We plan to significantly expand our India portfolio with multibrand expansion, new market entries, repeat signings with existing owners on the back of booming domestic travel demand. We have started 2024 strong, with at
least three properties opening this year: DoubleTree by Hilton Bengaluru Whitefield, Hilton Resort & Spa Hyderabad, and Hilton Kathmandu.
We will further bolster our presence with the opening of Hilton Garden Inn in Surat and Jabalpur next year. The signings of Conrad Jaipur and Hilton Lucknow also signal the strength of Hilton’s brand portfolio. The signing of Conrad Jaipur builds on last year’s announcement of our Waldorf Astoria brand launch, and signals our commitment to one of the most sought-after wedding destinations in Rajasthan.
Our flagship Hilton brand is also making great strides. This year, we will open our first Hilton in Kathmandu and Hyderabad, and we’ve just signed our first Hilton in Lucknow.
“
Building upon the strong growth and performance witnessed in 2023, Hilton’s business in India is shaping up to be our strongest yet, demonstrating remarkable resilience and continued expansion in 2024.”
MANAGING DIRECTOR & AREA SENIOR VICE PRESIDENT –RADISSON HOTEL GROUP, SOUTH ASIA
India is poised to become the next big global travel market as it satiates every traveller’s demands, ranging from adventure to leisure. At Radisson Hotel Group, we endeavour to capitalise on this opportunity. With over 25 years of experience, the Group has solidified its position in India by becoming the second-largest international chain that possesses a deep understanding of its local hospitality landscape. Our focus remains on strategic expansion, with a target of adding 30 hotels annually. This includes strengthening our presence in Tier-1 cities such as Delhi NCR, where we are already the largest player while leveraging our first-mover advantage in Tier 2/3 markets and key spiritual destinations.
This success goes beyond bricks and mortar. India’s vibrant hospitality industry is fuelled by its talented people. Our greatest assets are our team’s unwavering commitment and ‘Yes I Can’ spirit.
This dedication was recently recognised with the ‘Best Hotel Chain in South Asia’ award at PATWA 2024 and our Great Place to Work Certification in 2023 and 2024. With a diverse portfolio of 10 global brands, including nine operational brands in India—focus on country-specific brands and extensions such as Park Inn & Suites by Radisson and Radisson Individuals Retreats respectively—we offer something for every traveller.
This strategic combination of brand strength, a focus on key growth markets, and a commitment to our people ensures Radisson Hotel Group is wellpositioned to be the leading hospitality player in India for years to come.
“This success goes beyond bricks and mortar. India’s vibrant hospitality industry is fuelled by its talented people. Our greatest assest are our team’s unwavering commitment and 'Yes I Can' spirit.”
SUDEEP
MANAGING DIRECTOR, SOUTH WEST ASIA, IHG HOTELS & RESORTS
We are witnessing a sharp rise in travellers’ preference for underleveraged and off-beat destinations. We have also been actively expanding our presence in secondary markets as well as several leisure destinations to cater to the rise in domestic and international travellers to these cities. We have signed hotels across our core brands in destinations such as Dehradun, Corbett Ramnagar, Sakleshpur Western Ghats, Jalandhar, Udaipur, Kasauli and in key religious destinations such as Pushkar, Katra, Bodh Gaya and Amritsar.
2024 will continue to be a promising year for domestic travel. Due to remarkable strides and push by the government to build a solid network of connectivity, surge in weekend travel demand, and a boost in spiritual travel, the potential for growth has increased manifold. Moreover, Indian weddings and large social gatherings are back in an extravagant way and will continue to drive momentum for us. We are well-positioned to capitalise on the evolving market demand.
As a leader, the focus in the coming years will be on fuelling our growth ambition, innovation, talent development, and sustainability. By staying agile, innovative, and attuned to the needs of our guests, IHG is poised to play a significant role in shaping the future of hospitality in India.
2024 will continue to be a promising year for domestic travel. Due to remarkable strides and push by the government to build a solid network of connectivity, surge in weekend travel demand, and a boost in spiritual travel, the potential growth has increased manifold.”
A look at some of the data that helps explain the status and growth of Indian hospitality, and how it measures up in global perspective.
The rapid post-pandemic rebound in hospitality has the sector almost euphoric, translating into a spree of new hotel openings (of course, some openings were delayed) and signings. We have some numbers to understand where the sector stands, how it compares globally, and its future potential.
SUMAN TARAFDAR
Analysing the numbers revealed that the hospitality sector in India has experienced a rapid rebound post-pandemic, leading to a surge in hotel openings and signings. The total number of branded hotel rooms in India has increased steadily, with significant additions in 2023. Despite
challenges, key performance indicators such as Average Daily Rate (ADR) and occupancy have shown positive trends, reflecting growing demand and improving market conditions. The leisure segment continues to expand, with substantial additions to the inventory projected in the coming
Source: STR, Inc
years. While the majority of revenue comes from a few major markets, there’s a concerted effort to expand operations and capture demand in emerging markets, particularly outside the top 10 markets. India’s performance in terms of international tourist arrivals, while positive, indicates room for further growth compared to other countries in the region.
Here are the numbers:
The total number of branded hotel rooms in India is around 183,000. Last year, 10,800 new rooms were added at newly-built hotels, 2,600 rooms through the conversion of independent hotels, and 600 rooms through the expansion of existing hotels.
The current supply and pipeline inventory of hotels in India in 2023 crossed 250,000 rooms, in 2,553 hotels spread across 403 destinations.
The pan India average daily rate (ADR) rose to ₹7,479, 31.6% more than 2019, the last full year of operations.
All-India occupancy in 2023 grew four points to 63.6%. Demand has risen from 94,000 Rooms sold Per Day (RPD) in 2019 to 112,000 for 2023, at 4.4% CAGR. Yet, the hotel occupancy rate (Occ) remains below 2016-2019 levels— widening supply across Tier 2, Tier 3 and leisure markets are a major factor.
Occupancy for some major markets in the country are still under par. Occupancy for Bengaluru (BLR), Gurugram, Hyderabad, Delhi and Pune trails pre-COVID levels; demand recovery and growth from the IT sector reflects likely demand expansion in these markets.
The leisure segment continues to expand. About 12,400 rooms in
Recent indian growth shows more than 80% of rooms are 20 years or less in age.
Source: STR, Inc
(in millions)
Source: Ministry of Tourism
the leisure space were added in this period; aggregate leisure inventory is estimated at 65,000 by 2027.
60% of supply addition in 2023 and 63% of pipeline supply are in markets outside the top 10 markets, widening the spread of operations and demand.
Most of the revenue is still from a limited number of markets
36% of all India room revenue is earned at three major metros— Mumbai, Delhi and Bengaluru, which have 26% supply share. 50% of revenue comes from these three metros plus three key leisure markets—Goa, Jaipur and Udaipur. These six markets have 36% of the national inventory. 55% of national room revenue is from the LuxuryUpper–Upper Upscale segment,
34% from the Upscale– Upscale Midmarket segment and 11% from the Midscale-Economy segment.
India is not yet building large hotels. The average size of hotels that opened in 2023 is 70 rooms. The average size of the current inventory is 97; of pipeline inventory is 100. The pipeline has only six hotels with 400 or more rooms, six hotels with 300 or more rooms, and 35 hotels with 200 or more rooms.
The supply of chain hotel rooms at pilgrim destinations has doubled since 2019. Better-quality hotel options have enabled visitors to move away from other pilgrim facilities. Revenue per available room (RevPAR) for over 100 hotels across pilgrim
destinations has risen 38.5% since 2019, to ₹3,200.
The demand for weddings continues to see high spending, and destination wedding concepts but saw the revival of wedding events going overseas. Udaipur, with an ADR of ₹15,500 was a major beneficiary.
2023 saw the highest number of hotel openings to date (12,647 keys), of which ~82% of the number of keys opened were concentrated in Tier 2 & 3 cities (~10,300 keys). The midscale segment holds the highest share (53%), followed by upscale (24%), then luxury and economy (9% each), and upper upscale (5%)
In 2022, hotel companies in India had 20,000 plus rooms. Domestic
India is not yet building large hotels. The average size of hotels that opened in 2023 is 70 rooms. The average size of inventory is 97.
Source: STR, Inc
chains had a market share of 56% and international ones accounted for 44%.
It is estimated that 2% of Indian tourists opt for hotels that are part of the organised sector; if this increases by 0.5%, it will mean an addition of another 50,000 rooms.
Goa led the country with the highest average hotel rates, exceeding ₹14,500, while Kolkata experienced the most significant growth in average rates, surpassing almost 22% in December 2023 from the same period in the previous year.
The holiday season positively impacted India’s hotel sector, with December 2023 monthly occupancy rates reaching pre-pandemic level. Kolkata and Mumbai achieved occupancy rates exceeding 80%.
2023 witnessed the highest number of signings to date (25,176 keys). Most of these signings are concentrated in Tier-2 cities (54).
2023 recorded 22 deals, marking the largest number of assets traded in the last decade. HNIs and Institutional Capital accounted for the largest volume of investments in 2023 (31%), followed by Real Estate Developers (27%) and Owner-Operators (11%). The mix remains almost similar despite a huge increase in the sample set. The upper upscale segment witnessed the highest number of keys being transacted, followed by upscale, luxury, as well as the fast-growing midscale segments.
While management contracts continue to hold the higher share of signings (78% of the total number of keys), there has been a significant uptick in lease/revenue share models (4%) across tiers.
The number of Greenfield
Source: Ministry of Tourism
Tourism and leisure destinations have moved beyond their traditional offerings, now emerging as hubs for MICE activity. This was evidenced by the signing of three large format hotels with 900 keys.
projects in 2023 (13,600 keys) crossed that of 2022 (8,000 keys), indicating the sustained confidence of hotel developers in the hospitality sector’s long-term growth.
Tourism and leisure destinations have moved beyond their traditional offerings, now emerging as hubs for MICE activity. This was evidenced by the signing of three large format hotels (at least
250 rooms) with a total of 900 keys, suitable for catering to such demand
The number of hotel openings worldwide is forecast to be 2,707 in 2024.
Source: Anand Rathi Advisors Statista, Horwath HTL Consultants, JLL, Noesis, via Moneycontrol, HVS ANAROCK
After decades of stagnation, the Kashmir valley witnesses a record year, as tourists flock to what was once India’s premier tourist destination.
Kashmir is on the travel radar again. The data, rudimentary as it still is, bears it out. The Jammu and Kashmir administration has said that 21.1 million tourists from across the country came to visit the destination in 2023, breaking a 77-year record. In the 5 months of 2024, 1.5 million tourists have already visited the Valley.
2
In the list of the most Googled destinations in India in 2023, Kashmir stood at number 6, with only Goa at number 2, ahead amongst all Indian destinations. At the resort town of Gulmarg, the gondola which takes tourists up to the ski slopes has set a new record, with more than a million tourists taking the ride in 2024, generating over $12 million in revenue.
4
The security situation, the top concern that kept tourists away from Kashmir for the better part of three decades, has eased up despite the occasional hiccup. Kashmir, till the mid 1980s, was seen as India's most desirable travel destination, with Indians flocking the valley for its balmy summers and snowy winters.
3
We have witnessed a major footfall in the summer and autumn season and a huge number of tourists have come to celebrate New Year's in the valley, Ahsal Ul Haq Chisti, Deputy Director, Jammu and Kashmir Tourism Department said.
The administration has revealed that more than 100 small and big films were shot in the state during 2023. Another 102 movies and webseries have obtained permission to shoot in the Valley.
6
The return of tourists is undoubtedly a good sign for the region. Improved infrastructure, a better sense of security, and a healthy dollop of marketing have undoubtedly helped. The region, with its immense potential as a tourism destination, can only be an even bigger magnet on current trends, despite some concerns.
5
Foreign tourist arrivals (FTAs) have been seeing an uptick, with the administration reporting a 700% rise compared to 4028 foreign guests in 2022, 50,000 FTAs had visited the valley in 2023, as per J&K Tourism Department's numbers.
The tourism department hopes to have 1 lakh foreign tourists visit the valley in 2024. The federal government, which has been keen to promote tourism, held the Third Tourism Working Group G20 meeting in May '23, one of the biggest international events organised in Jammu and Kashmir, and contributed significantly to the FTA numbers.
AMIT KUMAR AREA MANAGER, WELCOMHOTEL NORTH & GENERAL MANAGER, SHERATON NEW DELHI, WELCOMHOTEL BY ITC HOTELS, PINE N PEAK, PAHALGAM
In 2023, Kashmir welcomed 2.2 crore travellers, including 50,000 foreign tourists. The hotels in Srinagar Valley, and other destinations, have not just seen extremely high occupancies, especially in the region’s peak seasons, but the average room rates (ARRs) have been significantly higher, too. And yet, challenges remain.
SOH spoke to leading hospitality players in the sector to gauge their response on the ground situation and get their sense of the trends for 2024 for the region.
VINIT CHHABRA GENERAL MANAGER, KHYBER HIMALAYAN RESORT & SPA, GULMARG
AMARA RESHI GENERAL MANAGER
NADIS, SRINAGAR
After decades of stagnation, what has led to a return in tourist numbers in Kashmir of late?
Vinit Chhabra: The opening of The Khyber, Kashmir’s first luxury ski resort, in 2012 heralded a new phase in the Valley. Travellers who had stayed away due to political reasons now felt safe as they returned to this paradise on earth, ready to relive the fond memories they, or the previous generation, had of vacations here. Along with The Khyber, other stakeholders in the travel and tourism industry also addressed
RAM MAHESHWARI AREA DIRECTOR OPERATIONS, PUNJAB AND J&K, AND GM, TAJ SWARNA, AMRITSAR, IHCL, VIVANTA DAL LAKE, SRINAGAR
the criticality of providing tourists with a safe environment.
In the last decade, Kashmir has seen a steady increase in tourists barring a few dips due to nature’s wrath, such as the floods in 2014 or the abrogation of Article 370 in 2019. Even the onset of COVID-19 did not hold them back. Occupancies rose dramatically as people who had been holed up and couldn’t travel abroad, found Kashmir to be an ideal getaway.
Ram Maheshwari: International travel restrictions due to the outbreak of COVID-19 turned out
to be a boon for the region, since a few destinations were available and open to visit within the country. The Valley experienced a sudden surge in tourism. The destination offers enhanced potential for growth with better connectivity, a larger pool of skilled manpower and newer destinations and tourism circuits to explore.
Amara Reshi: Kashmir has always been a popular tourist destination. Right after COVID-19, when the urge to travel to international destinations had reached its peak, travel plans were hampered due to international travel restrictions. Tourists sought to travel to Kashmir to gain a slice of the picturesque beauty.
What have been some of the crucial changes in the ground situation to make this possible?
Vinit Chhabra: Fortunately, the political situation has been stable. This, combined with the government’s support for the tourism and hospitality sectors, has helped steady tourism arrivals in the state.
Amara Reshi: People needed to trust that the situation in Kashmir is conducive to travel. When travel resumed within the country, and tourists came to Kashmir and basked in the well-known Kashmiri hospitality, it put into motion a chain of events that set the wheels of tourism in motion.
What role has the government played in this revival?
Amit Kumar: The revitalisation of tourism in Jammu and Kashmir owes much of its success to the various tourism development initiatives launched by the government. Strategic partnerships and dedicated efforts have been instrumental in enhancing destinations, promoting tourism, and creating an environment conducive to the industry’s growth. Notably, the government has actively engaged with both domestic and international stakeholders, showcasing the tourism potential of the region. The organisation of festivals and events in different state destinations has not only
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showcased Kashmir’s rich cultural heritage but also acted as a catalyst in boosting tourist footfall.
The government’s active promotion of Jammu and Kashmir as a premier tourist destination has significantly contributed to increased tourism activities, attracting a record number of tourists. It has played a pivotal role in establishing Jammu and Kashmir as a flourishing tourist hub, encompassing economic growth and ensuring sustainable tourism development. This remarkable growth not only signifies an era of optimism and promise for the region’s tourism industry, but also underscores the crucial role the government has played in its resurgence.
Vinit Chhabra: The government has supported marketing activities by initiating sustained advertising campaigns to sell Kashmir through the seasons. It has also encouraged the building of infrastructure as well as facilitated the increase in flights, which made Kashmir very accessible for travellers from across India.
Amara Reshi: By hosting the G20 summit as well as engaging media from foreign nations to promote tourism within the country, the Indian government has helped focus attention on Kashmir as a tourism destination.
What are the top challenges that hamper tourism in Kashmir?
Vinit Chhabra: The shortage of good staff and a lack of a proper supply chain are the challenges regularly faced by the hospitality and tourism sectors across the country. However, issues such as infrastructure, security, connectivity and investment particularly require state and central government intervention.
Since the abrogation of Article 370, Jammu and Kashmir has opened their door to investments. However, this will take time to come to fruition. The hosting of the G20 events did provide an impetus to improving infrastructure in the union territory and also showcased Kashmir in a new light to the international community.
Amara Reshi: There is no governing body for the tourism industry. We need to have proper regulatory systems in place that govern the industry. For boutique or smaller hotels, small marketing budgets are a challenge, and we rely a lot on word of mouth. However, the opportunities outnumber the challenges. A lot of guests now want a more personalised level of service and are tired of the rigidness of large chain hotels.
How crucial is tourism to the state and its people? How is this recent revival being perceived by residents?
Amit Kumar: Tourism plays a vital role in the economy of Kashmir and significantly impacts the livelihoods of its residents and the economic development of Jammu and Kashmir, contributing to employment generation, local businesses, and overall economic development.
Beyond economic benefits, tourism contributes to the socio-economic development of local communities by enabling
BOTTOM:
opportunities for small businesses. This revival is expected to illuminate local businesses, create job opportunities, and instill a sense of optimism.
Vinit Chhabra: Kashmir’s economy and its people depend largely on tourism, so obviously with record arrivals in 2022-23 alone, the local populace is happy with the business that is being generated and would like this situation to continue and hopefully grow.
Ram Maheshwari: Tourism contributes 7% to the state’s GDP and has the potential to grow manifold in years to come.
Amara Reshi: Tourism has always been a large chunk of revenue of the state. Employment has always been a major source of concern and, to some extent, tourism has provided opportunities for the youth.
What percentage of the visitors in the last season was domestic? How are you looking to increase the proportion of inbound tourism?
Amit Kumar: Pahalgam is seen as an evergreen snow and sun destination, appealing to the diverse tastes and preferences of domestic tourists. To further
augment inbound tourism, the government and tourism boards are making concerted efforts to leverage the region’s unique cultural heritage, adventure offerings, and year-round appeal. Digital marketing initiatives and strategic collaborations aimed at international travellers are pivotal strategies to enhance global outreach.
Vinit Chhabra: The last few years have been phenomenal due to increased travel by domestic travellers. Gulmarg has seen an upward curve and the numbers are ever increasing. Of Kashmir’s arrivals [excluding Amarnath yatris] in 2022-23 alone, almost 90% was domestic.
“In FYʼ23, we have witnessed over 40% growth in average rates and 68% occupancy which is an expansion of 500bps over last year.”
-
RAM MAHESHWARI, AREA DIRECTOR—OPERATIONS, PUNJAB AND J&K, AND GM, TAJ SWARNA, AMRITSAR, IHCL, VIVANTA DAL LAKE, SRINGAR
Kashmir’s dependence on domestic tourism will continue as countries overseas have still not withdrawn advisories against travel to this region, so very few inbound tourists make the region a part of their itinerary. During the ski season, we have some increased arrivals but not enough to make a large difference in the proportion
of domestic vs inbound tourists. To increase inbound tourism, the key lies in developing Gulmarg as an international ski destination.
Ram Maheshwari: About 90% of our guests were domestic leisure travellers and events such as G20 offered an opportunity to showcase the destination to international delegates. In FY’23, we have witnessed over 40% growth in average rates and 68% occupancy which is an expansion of 500bps over last year. Vivanta, Srinagar has undertaken renovation of its guest rooms and public areas including expansion of its room inventory in the first quarter of FY’24.
How has your hotel addressed the increased demand? What has the occupancy been in recent years? How has it changed?
Amit Kumar: Various initiatives and facilities such as event spaces
and dining options have positively resulted in a double-digit growth in annual occupancy over the past few years. This notable increase in occupancy reflects the hotel’s popularity and successful efforts to meet the rising demand for accommodations in Pahalgam.
Vinit Chhabra: Gulmarg’s immense popularity and increased inflow of visitors to Kashmir has benefited The Khyber. Since 2020, we have seen an increase of 30-35% in year-round bookings.We have done remarkably well during the offseason when occupancy crossed 75%. With the current forecast and business trend, we are looking at occupancy percentages close to 80% for 2023-24.
What are guests prioritising when looking to visit Kashmir?
Amit Kumar: While considering a visit to Kashmir, tourists place great importance on its
natural beauty. The region’s rich cultural heritage and traditional handicrafts add to its unparalleled allure. At The Welcomhotel By ITC Hotels, Pine N Peak, Pahalgam we offer guided walks through local villages, showcasing ancient traditions and living styles for a deeper cultural immersion. We find that nature enthusiasts are interested in snow treks to explore the breathtaking winter landscapes.
Vinit Chhabra: Travellers look for a complete experience, whether it’s skiing or snow activities during the winter, trekking and picnics in the Gulmarg meadows in the summer or taking the Gulmarg Gondola, just a stone’s throw from The Khyber and one of the world’s highest ski lifts to Kongdoori Mountain on the shoulder of Mount Affarwat, at the height 13,780 feet.
Amara Reshi: Many travellers want to travel the path that is lesser
known. At Nadis, we find travellers want to experience Kashmir in its truest form, away from the regular tourist spots. We have been successful in promoting mindful and experiential travel.
Has the peak season been extended for you? What are peak months for you?
Amit Kumar: A consistent influx of visitors throughout the year has led to a blurring of the traditional boundaries between peak and off-peak seasons. Nonetheless, there are indications of a potential standardisation of peak tourism periods in the future. Anticipated peak months span from March to mid-July, aligning with the region’s favourable weather for outdoor activities and sightseeing.
Notably, the winter season is also poised to gain prominence as a peak period, supported by improved infrastructure for snowcentric tourism experiences.
Vinit Chhabra: We are an all-season resort, though peak months remain December to March for winter tourism, and May to June for summer tourism, when we touch 100% occupancies.
Amara Reshi: For Srinagar, where Nadis is located, it has always
“Strategic
partnerships and dedicated efforts have been instrumental in enhancing Kashmir as a destination, promoting tourism, and creating an environment conducive to the industryʼs growth.”
- AMIT KUMAR, AREA MANAGER, WELCOMEHOTELS
GENERAL MANAGER, SHERATON NEW DELHI, PINE N PEAK, PAHALGAM
been seasonal. Summer (April to September) has always been busy. Autumn (October and mid-November) is a bit quieter, and then winter (December and January), when it snows, tourism picks up again.
Amit Kumar: The tourism potential holds promise for growth, as indicated by the significant increase in tourist arrivals. Furthermore, better connectivity, improved infrastructure, and proactive efforts by the government are contributing to the region’s economic development and promoting an atmosphere of positivity and peace. Sustainable tourism practices will be crucial
in preserving Kashmir’s natural beauty and cultural heritage while catering to the rising demand for travel experiences.
Vinit Chhabra: We are hopeful that the upswing will continue in the next few years and all stakeholders must work at building more infrastructure to make every traveller’s experience in Kashmir a memorable one.
Ram Maheshwari: There is tremendous potential in tourism in the state. Currently, most tourists visit the three main destinations of Pahalgam, Gulmarg and Srinagar. The state has many more unexplored destinations to offer such as Bungus Valley, Tossa Maidan, Gurez Valley, and Simthan Top, among others.
Manav Thadani , Founder-Chairman, Hotelivate, reviews how restaurants can break free from conventional norms and take the leap of faith for maximum profitability.
Most large format hotels in Asia have an equal distribution of revenue for rooms and F&B, which means F&B generates 50% of the hotel’s total revenue. The question that arises then is, does F&B have a larger scope in a hospitality company? In my opinion, yes!
A major component of F&B’s profitability is derived from MICE or hotel banquets, or revenue accrued from corporate conferences and social events such as weddings.
Weddings, in fact, represent a lucrative segment within a hotel’s F&B earnings, if done really well. Hotels such as Marriott and IHCL have taken their wedding game a notch higher with ‘Shaadi by Marriott’ and ‘Timeless Weddings by Taj’.
However, solely focusing on this demographic may also mean overlooking the profit-earning potential from other sources. Expanding beyond wedding events allows hotels to mitigate risks associated with seasonal and market fluctuations, fostering long-term sustainability and growth in the F&B operations, all flowing through to the gross operating profit of the hotel.
F&B operations contribute significantly to a hotel’s financial success. A closer look tells us that approximately 25 to 50% of the F&B revenue comes from the restaurant. It would also be safe to assume that many-a-times, guests visit the hotel for the restaurant and not just the rooms.
From fine-dining restaurants to casual cafes, bars and room service, F&B services are not just substantial revenue generator but also a critical element for the guest satisfaction and overall experience.
While this sounds like music to the ears of hotel owners, few hotel brands really focus on F&B profitability. There is an unmentioned reason for this reluctance: restaurants can be expensive propositions for hotels. With space not a constraint, designers and kitchen consultants can have a field day resulting in oversized restaurant kitchens, as well as lavish and extravagant hotel interiors.
Fun fact: Though the F&B revenue comprises 30-50% of the total revenue, hotels focus on weddings as a segment while restaurants are left to play second fiddle.
The F&B manager only focuses on the top line, number of covers and average check for his restaurant. This is only the tip of the proverbial iceberg. Surprisingly, he/she is not in panic even when the 80-cover restaurant does 6-10 covers for a weekday lunch. The restaurant manager isn’t worried about his overhead costs of raw materials and team salaries.
Now imagine the alternate scenario where the restaurant had been outsourced or never built, or if the rent had to be paid on a square foot basis, or there was a utility bill to be covered or maintenance or licence fees to be paid. The F&B manager would have been fired for not bringing in the expected revenue.
Survival of the fittest is the only rule in the fastpaced, competitive world of restaurants. Hotel brands do not see it as a red flag and hence are not doing much to train their staff on this front.
To provide a memorable culinary experience, restaurants need to have an active social media presence, the right set of influencers, a high number of followers, ratings, and awards without which they don’t stand a chance.
Are stand-alone restaurants the solution to this?
Running a stand-alone restaurant is tough for many reasons. Unlike restaurants in big hotels, stand-alone restaurants lack the support and resources needed to handle financial ups and downs and invest in important areas such as equipment and advertising. The cost of rent, utilities and upkeep are a big part of the budget, so managing expenses is crucial to stay profitable. With cut-throat competition in the food industry, stand-alone restaurants need to be creative and unique, and always deliver great quality for repeat visits of customers. Hiring and retaining good staff is another important criteria. Dealing with the rules and regulations of getting licences and meeting health and safety standards adds to the list of challenges. It takes a lot of flexibility and determination to make a stand-alone restaurant successful amidst these obstacles.
So how does one improve F&B profitability?
Viewpoint no. 1: Managing multiple restaurants
While this approach may enhance the guest experience by offering diverse culinary options under one roof, it poses logistical and operational hurdles. Hotel brands view in-house restaurants as integral components of their identity, preferring to maintain control over the restaurants’ internal management. This insistence can limit flexibility and creativity, constraining the hotel’s ability to adapt to the changing market trends and local preferences. The overhead costs associated with operating multiple restaurants in-house, including
staffing, equipment, and marketing, can further strain profitability margins.
Viewpoint no. 2: Outsourcing restaurants
Although the concept is widely accepted internationally, this method of optimising efficiency has not been explored in totality in Asia. The idea comes with some advantages. Outsourcing restaurants brings fresh perspectives and diverse culinary experiences to hotels. Collaboration with renowned culinary experts and popular restaurant brands enhances the authenticity and quality of the fine dining experience. Hotels can also tap into specialised expertise and established reputations of external partners.
Outsourcing alleviates the burden of staffing, training, and operational management, mitigates risks associated with fluctuating demand and reduces upfront investment costs. Overall, outsourcing empowers hotels to drive customer satisfaction and loyalty. It is recommended to outsource at least one outlet from the design stage plan, and provide a separate entrance, if required.
Viewpoint no.3: Unit economics
General Managers and operations heads of restaurants need to view their units as independent P&L entities to understand the financial viability and sustainability of the restaurants. Empowering their teams to take ownership of financial performance will foster accountability, drive profitability, and encourage strategic decision-making, cost-consciousness and innovation tailored to the needs and opportunities of the unit.
Apart from tracking top line, number of covers and average check, hotel owners need to do the following:
Add 12-14% of top line as rent (most independent restaurants need to actually pay a minimum fixed amount)
Take food cost at a conservative 25-30%
Take payroll to be 18-22%
Take utilities and maintenance as 5-7%
Finally, add the cost of marketing, influencers and some salt & pepper for good measure
Restaurants within hotels possess the unique advantage of a built-in customer base and access to resources, yet they remain underutilised. Are these restaurants willing to break free from conventional norms and take the leap of faith to fully realise their capabilities? If you are an owner and are suddenly worried then reach out and we can perhaps help. Create a speakeasy, I say—but then that’s another article, another day.
The columnist is a hospitality consultant, hotel owner, restaurant partner, food critic, uncensored speaker and occasional stage performer.
SOH lists out unique products and services that add value to the hospitality industry and redefine the
Being
PEUGEOT MEETS CONSUMER DEMAND WITH
Gourmet chefs have always credited Peugeot Mills for its standard of excellence. To satisfy the consumer demand for decorative pieces, Peugeot introduces ParisRama, a 100% French-made mill, which not just offers great quality but is also reliable and stylish. The beechwood used in the collection is sourced from local, sustainably managed forests, while the steel mechanisms come with a lifetime warranty. A favourite among chefs and a timeless addition to any kitchen, the ParisRama combines tradition with modernity. The iconic pieces from Peugeot blend sleek design with durable materials and innovative mechanisms.
X-factor: Functional and elegant.
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JVD, the brand originating from France and a pioneer in designing and manufacturing hotel room equipment, appliances and accessories, brings you the new Royce Hot Water Dispenser series. A testament to its commitment to innovation and guest satisfaction, the new series offers the first solution for instantly heating the precise amount of water needed. With just one button and a convenient removable tank, it becomes incredibly user-friendly
The Hansgrohe Group introduces AXOR textile shower hose, a long-lasting sustainable alternative to traditional metal hoses. Made from recycled PET yarn, the innovative waterproof and repellent system ensures superior hygiene and low-maintenance upkeep. The textile construction provides 30% lighter weight for enhanced user comfort and ease of handling. With its unique blend of innovative materials, thoughtful engineering, and stylish aesthetics, the shower hose epitomises modern luxury for the eco-conscious user and makes showering a transcendent experience.
X-factor: Available in different lengths and surface options.
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for guests, and comes with manifold benefits ensuring ultimate guest satisfaction. The design facilitates easy cleaning, ensuring convenience and hygiene for hotel staff and guests alike. Over the years, JVD has evolved into a globally recognised brand trusted by numerous international hotel chains and independent brands alike.
X-factor: Easy one-touch instant boiling and energy-efficient operation.
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Hybec ignites creativity and enhances your surroundings with its new Braided Tape Light Series. With an adaptable design that seamlessly blends versatility, efficiency and sophistication, the cuttingedge series breaks free from convention and brings imagination to fruition. With its boundless potential, the Braided Light series can be used to adorn a cosy home, or accentuate a sleek storefront, or enhance a dynamic hospitality space. You can mould, curve and sculpt the tape light to conform to any shape or architectural detail, and witness your concepts bloom into luminous reality. From its 360-degree diffusion lighting for an encompassing glow to its directed diffusion options, each product in the series is crafted to perfection. The low Unified Glare Rating (UGR) ensures a comfortable and inviting ambience for all.
X-factor: The range includes Semi Sphere, Cone, and Spotlight.
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India’s oldest sleep luxury mattresses, Snoozer has been the preferred choice of discerning professional hoteliers in India. The brand introduces the Pro Mattress collection to provide luxurious comfort and support, and afford a good night’s sleep experience to guests. The mattress is enriched with the finest Himalayan wool to lend unparalleled comfort and keep the users cool in summers and warm in winters. Its natural moisture wicking property allows for a luxurious sleep experience, and the pure knit-cotton infused sleep surface is a perfect balance of softness and breathability.
X-factor: Softness and Breathability.
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The world's top chefs swear by Japanese knives, deeming them indispensable tools and coveted collectibles in their kitchens. Our guide to the best of Japanese knives reveals why.
Some of the world’s leading chefs such as Gordon Ramsay, Jamie Oliver, Nick Bradshaw, James Sommerin, Tom Kerridge and Ana Roš swear by Japanese knives, which often command high prices due to advanced metal-working methods, premium materials, and unique designs. Among them, chef knives stand out as some of the priciest, tailored to meet the exacting standards of culinary professionals.
For over a millennium, Japanese blacksmiths have crafted top-tier blades, from Samurai swords to sushi slicers. Today, several Japanese brands produce some of the world’s finest blades, albeit at a premium price.
Japanese knives typically use harder steel, resulting in thinner, lighter blades with superior edge retention, albeit trickier to shape. Many are hand-forged using ancient techniques, yielding aesthetically pleasing
DEEPALI NANDWANI
steel. Notably, Japanese knives often have a single bevel, offering enhanced control but requiring attention to cutting direction.
Across Japanese brands, several styles stand out: The Santoku, akin to a chef's knife, features a mostly flat-bottomed blade, ideal for versatile tasks such as meat boning, precise slicing, or rapid chopping.
The Gyuto, resembling a European chef's knife, boasts a more rounded blade, facilitating a rocking motion for efficient chopping.
The Nakiri, dubbed the 'vegetable cleaver’, sports a razor-sharp blade tailored for slicing soft veggies, and a broad rectangular profile. Its ample weight allows you to effortlessly cut through hard ingredients such as potatoes and yams.
NAGOMI JAPAN PROFESSIONAL CHEF KNIFE
Price: $365.
Blade Length: 240mm. (approximately 9.5 inches)
Handle Material: Inlaid stainless steel on laminated reinforced Spanish wood.
Blade Material: Stainless steel.
This knife has garnered acclaim from Michelin-starred chefs who praise its impeccable sharpness, balance, and ease of sharpening.
Priced at $365, the Nagomi Japan PROFESSIONAL Chef Knife ranks among the world’s most expensive chef knives.
Fun Fact
Nagomi has been crafting knives since the early 1870s, seamlessly forging craftsmanship with modern appeal and user comfort.
TAKESHI SAJI R2 DIAMONDFINISH DAMASCUS CHEF KNIFE
Price: $700.
Blade Length: 170mm. (approximately 9.5 inches)
Handle Material: Damascus steel with red turquoise handle.
Blade Material: Damascus steel.
Crafted by master knife-maker Takeshi Saji, the knife was certified by the Japanese Ministry of International Trade
& Industry in 1992. It features a handmade Damascus steel blade with a diamond finish and a vibrant red turquoise handle.
Fun Fact
Takeshi Saji employs traditional hammer-forging techniques, resulting in a blade with a Rockwell hardness rating of 63. All Takeshi Saji knives are meticulously handcrafted in Japan.
Price: $2500.
Blade Length: 270mm (approximately 10.5 inches).
Handle Material: Pagoda wood.
Blade Material: Damascus steel.
The knife features a Pagoda wood handle and a Damascus steel blade. The metal undergoes handforging and twisting, resulting in a distinctive appearance. The blade is complemented by a
comfortable ergonomic handle. The set includes a meticulously crafted wooden case and sheath to maintain blade sharpness and protect against its razor-like edge. Despite its $2,500 price tag, demand remains consistently high, often leading to severe stock shortages.
The knife boasts an ambidextrous grip, making it accessible to users regardless of their dominant hand.
Price: $5999.
Blade Length: Unreported.
Handle Material: Rosewood and 24K gold.
Blade Material: White steel.
Crafted by blade masters in Sakai, Japan, the knife is a true masterpiece. Its exquisite design includes a rosewood handle adorned with 24K gold, a white steel blade with a mirror finish, and a lacquered sheath featuring a phoenix motif.
As with many works of art, this handmade knife comes with a hefty price tag. Typically retailing for nearly $5999, lucky buyers may find one just under six grand.
Fun Fact
Ideal for creating delicate slices of fish for sushi and sashimi, this knife’s sharpness allows for long, uninterrupted strokes that preserve the freshness and quality of ingredients.
ARJUN RATHI CREATES A REVOLUTION IN LIGHTS
Mumbai-based architect and lighting designer Arjun Rathi believes that lighting can have a strong emotional and transformational impact on spaces. In 2012, when he established a multi-disciplinary studio in Mumbai, his aim was to interpret space through the lens of light installations. He blended art, design and functionality to create decorative glass and lighting installations. Rathi’s imaginative approach and design processes in light have earned him tremendous recognition in the hospitality industry. Over the years, his design studio has created the most remarkable light designs, some of which are installed at The Lodhi, New Delhi; The Park, Jaipur; The Bhawanipur House, Kolkata; and The Almond Banquet, Kolkata.
Key highlight: The design studio takes inspiration from everyday things to create statement lights, lamps, design fixtures, as well as light installations that capture one’s imagination.
Available at: The lights and fixtures are available at Arjun Rathi Design Studio in Mumbai. The studio plans to expand in the overseas market in future.
Website: www.arjunrathi.com
Location: Perbacco Restaurant, Lodhi Hotel, New Delhi
The concept of the fine dining restaurant in Lodhi Hotel was inspired by the colours of Italian spring. Considering the linear design of the fine dining restaurant, a lighting installation using blown glass florets was designed. The concept flowed into the artworks and the furnishing across the space.
Location: Zone by The Park, Jaipur
The delicately designed and deconstructed chandelier in brass, edged with opaline white and gold glass orbs, crowns the lounge at the Zone. It exudes the transparency of its design through nine rings of varying sizes, and hence was named the 9-rings chandelier. With a mirrored base and hanging glass cylinders, it creates an image of luxury across the lounge.
Location: The Bhawanipur House, Kolkata
This lighting design introduces the age-old craft of Channapatna, combining beautifully handcrafted Halemara wood modules with colourful blownglass lights. Due to its modular design, it is easy to be modified for varied uses the staircase balusters, window screens and partitions.
Location: The Almond Banquet, Kolkata
The installation comprises casted brass branches with over 200 hand-blown glass rondelles inspired from the gulmohar flower. The mix of colours such as vermillion, gulmohar yellow and orange are blended with marble-finished glass globes to balance out the lighting. It spans 1,300 sq ft of ceiling area in two diagonally incremental branch systems, with the coloured glass reflecting its hues on the ceiling.
Oreen, from the house of AH International (AHI), which is based in Jaipur, provides holistic solutions and deliverables for the hospitality industry. Founded by Himanshu Lodha in 2012, AHI promises to elevate guest experience with cuttingedge kitchen equipment and comprehensive offerings. A management graduate from the IE Business School, Madrid, with work experience in the design-forward cities of Milan and Shanghai, Lodha has aced the customer game and provides bespoke soluitons. The company has disrupted the traditional OS&E accretion with innovation, which is efficiently backed by technology, and has witnessed remarkable growth.
Key highlight: Oreen's solutions for hospitality OS&E requirements include sourcing and manufacturing products suited to client needs for In-Room, Housekeeping, F&B, Kitchen, Banquet, Front Office, Engineering and Security, and Spa departments.
Clients: AHI's clients include national and international hotel chains. The company works with 60-plus reputed global partners in more than 12 countries.
Website: www.ahinternational.in
Brothers Rajat and Mohit Jain launched their self-care brand Kimrica as a B2B venture from a small space in Indore, in 2012. The innovative brand has emerged as the formulator and manufacturer of luxury hotel amenities. A prominent leader in the hospitality space, the brothers offer an extensive portfolio of luxury amenity brands, providing beautifully tailored bespoke solutions that redefine hospitality standards. Their finest quality guest toiletries are developed with formulations using natural actives, pure essential oils, exquisite natural fragrances, and 100% paraben-free preservatives.
Kimirica has partnered with Hunter Amenities, a global leader in the manufacturing of luxury bath and body products, further enhancing the luxury experience for the hospitality industry in the region. Today, Kimirica Hunter International is India’s leading manufacturer of luxury hotel toiletries and guest room amenities, and has been enriching the world’s top hotels, airlines and luxury brand offerings with its creative brilliance.
Key highlight: Kimirica Hunter's premium toiletry collections are luxury indulgences for hotel guests. Their signature scents, presented in an elegant style and innovatively designed packaging, promise unforgettable moments, putting guest experience at the core of everything they do.
Available at: Kimirica Hunter is a trusted name in the global hospitality industry, supplying luxury amenities to hotels not only in India but across 30 countries. Their presence extends to prestigious chains such as The Leela Group, Marriott, Hyatt, Westin, Sheraton, St Regis, Hilton, and Novotel.
Website: www.kimiricahunter.com
Godawan is making India proud with 42 national and international accolades to its name. The limited-edition Godawan 100 triumphed as the Single Malt Whisky of The Year at the 2024 London Spirits Competition. Vikram Damodaran, Chief Innovation Officer at Diageo India, says: “Godawan emerged from a visionary pursuit to challenge the established norms of whisky production while honouring age-old Indian techniques. Our decision to embrace an unconventional terroir, combined with innovative distillation and maturation methods, underscores the unwavering commitment of Diageo India and The Good Craft Co. to our guiding principle, ‘Crafted For Good’. Godawan serves as a beacon in the realm of global spirits, ushering in a new era for Indian Single Malts, narrating traditional excellence in whisky production and resonating with spirit experts worldwide.”
A rare spirit born out of a distillery in Rajasthan, Godawan artisanal single malt whisky is a new entrant in the sustainable and modern Indian luxury space. A product of The Good Craft Co, Diageo India’s craft and innovation hub, it was launched in 2022 to strengthen the brand’s craft and premium drinks portfolio. Godawan pays tribute to its roots, and its heritage and environment with a core focus on conservation, sustainability and conscious consumption.
Key highlight: As a unique single malt from a warm, dry climate, Godawan is made with locally-sourced six-row barley, matured at high temperatures and finished using cask architecture curated with rare Indian botanicals. The two new single malt whiskies Rich and Rounded and Fruit and Spice are made at the Alwar distillery in Rajasthan.
Available at: Godawan is a limited expression that positions India as the haven of quality single malts on the global map, and sets a new benchmark for sustainable and conscious Indian luxury with its launch in Dubai.
Website: www.godawansinglemalt.com
PRODUCT OF THE MONTH
White tableware has long since reasserted its position on restaurant tables. From noble relief patterns and elegantly festooned or modern embossed rims to simple Scandinavian coupe shapes, there are a variety of products in classic white and beige hues.
The timeless Contessa collection, a blend of traditional and modern design, offers warmth in white porcelain, glossy-looking plates embossed with a festooned flag. Made of high-quality material, it allows culinary creations to shine when placed on it. When combined with coloured glass, it becomes the star of an expressive table styling.
The Zen collection stands for a vibrant combination of elegance and energy. The high-quality bone china lends a classic look to the table setting, while the spiral relief adds to its dynamism.
X-factor: The perfect eye-catcher for classic and modern table settings.
Available in: Various combinations.
Website: www.zwiesel-kristallglas.com
Contact: Pesi Engineer +919820050048
Aman New York is a testament to Vladislav Doronin s vision for the elegant Aman Resorts brand. Departing from its traditional secluded destinations, the hotel marks a significant expansion not just geographically but also conceptually.
Standing at the crossroads of Fifth Avenue and 57th Street, Aman New York is the biggest gamble by Vladislav Doronin, the flamboyant owner of the understated and elegant Aman Resorts group. Not only has he expanded the hotel brand—famous for its exquisitely crafted resorts in exotic and secluded destinations—he has also pushed the edges of its ambit to include allied businesses that will add to Aman’s bottom lines.
Departing from its traditional secluded destinations, Aman New York marks a significant expansion, geographically and conceptually, with its super exclusive Aman Club and Doronin’s luxury retail within the hotel.
The hotel is surrounded by monuments to Manhattan’s capitalist society such as Bergdorf Goodman, Trump Tower and the skyscrapers that line Billionaires’ Row. The landscape is unlike the bucolic, scenic destinations in which Aman Resorts are located.
Aman New York is not just the toughest but also the most
DEEPALI NANDWANI
It occupies 20 storeys of the Crown Towers in Manhattan.
The 20 floors were acquired at the cost of $500 million.
The redevelopment cost $1.45 billion. There are 83 suites, sold at a price ranging from $4000 to $30,000 per night.
The membership to Aman Club, introduced at Aman New York, costs $200,000 upfront, with a $15,000 per annum renewal fee.
expensive hotel he has built, according to Doronin. The top 20 floors of the heritage Crown Towers, in which the hotel is located, cost $500 million to acquire. The redevelopment of one of the world’s luxurious hotels by Warren & Wetmore Architects cost $1.45 billion.
In the finest instances of adaptive hospitality to augment the hotel real estate’s ROI capability, Aman New York holds within those 20 floors Aman city
apartments for sale. It also hosts the first private Aman Club, where membership costs up to $200,000 upfront, plus $15,000 every year thereafter.
“It's a unique hotel with unique prices,” Doronin has said about the hotel with 83 suites, which was fully booked for the first four months. All the rooms are suites, he says, the hotel hosts a threestorey, 25,000 sq ft spa that includes two spa houses, Russian banya and Moroccan hammam, and private outdoor terraces with hot and cold plunge pools.
The smallest suite in Aman New York costs $4,000 a night, rising to $30,000 for the largest. Interestingly, in a city such as New York which sees increasingly warm summers, every suite and communal space within the hotel has one large gas fire, “there”, Doronin says, “because it adds character to the property. They are switched off when not in use”.
Doronin’s favourite design feature in Aman New York includes the heated outdoor tiles and retractable glass walls and ceiling on the terrace garden, meant to keep guests warm during New York winters, not to mention the bronze lattice walls that allow guests to enjoy the cityscape but makes it impossible for residents of neighbouring buildings to peer in.
His boldest move is the superexclusive Aman Club for which members will pay $200,000 upfront. The Club offers “an expanded series of Aman experiences—culinary, wellness and culture”. Besides, members have priority access to all Aman hotels and will be able to use club spaces at the city properties.
Many had wondered if Doronin, the Russian oligarch with a sprawling business, would change the very character of avant-garde, Zen-like Aman Resorts when he acquired the group from hotelier Adrian Zecha in 2014 for a sum of $358 million.
Aman is not just the toughest but also the most expensive hotel he has built, according to Vladislav Doronin. The redevelopment cost $1.45 billion.
Doronin seems to have proved the sceptics wrong with his expansion plans for the core Aman brand as well as allied hotels, apartments and retail, though baseball merchandise and bags with a huge ‘A’ embossed on them seem to have put some Aman guests on the back foot.
Aman New York is the first of the urban Aman hotels coming up in the US.
There will be Aman apartments in Tokyo, and Aman
hotels in Bangkok and Mexico, besides urban outposts such as London and Paris.
Doronin is also working on a new sub-brand called Janu, targeted at a younger audience, “to grow the Aman junkie community”.
It will be rooted in Aman’s quintessential quiet luxury but will offer communal activities and experiences. “The music will be younger, the food will be brasserie style, there will be (an emphasis on) sports and music.”
Among the guests at Aman Resort’s first hotel, Amanpuri in Indonesia, were Sean Penn and Michael J. Fox, who recuperated at the resort during breaks from filming the 1989 Vietnam movie Casualties of War. They were the first celebrity guests, soon followed by a stellar lineup including Bill Gates, Mark Zuckerberg, Novak Djokovic, and Rita Wilson.
Adrian Zecha set up Amanpuri in an unspoilt corner of Indonesia, where he spent an extravagant $125,000 per room. Zecha himself opened several Amans after that, each based on the same formula: Unique location, minimalist design using local materials, the best spas and stellar service, with a 7:1 ratio of staff to guests. Guests are known by their names and there is no formal checkin and no bills to sign even today.
Aman Resorts today has luxury properties in Asia, Africa, Europe, the Caribbean, and the western U.S. from locations as far apart as coastal Vietnam, the mountains of Bhutan, Moroccan olive groves, the pinewoods of southwestern Turkey and, now, Manhattan. The hotels are minimally designed and located in unsullied landscapes, except the one in Manhattan.
In other words, more millennial and Gen Z style activities.
Janu Hotels will be larger than the current Aman Resorts. Even the staff-to-guest ratio will be lower than the usual 7:1.
Janu hotels will also be 25% cheaper than Aman Resorts, though even that is a big bill to receive at the end of the stay.
There is the luxury lifestyle expansion of the Aman brand into Aman Fine Fragrance and The Essentials by Aman, a range of “timeless pieces that answer the needs of every Aman guest”.
Other city properties are under development within the main brand, says Doronin, such as Aman condos in Tokyo and resorts in Beverly Hills and Miami Beach.
GLOBAL DESIGN
In a city chock-full of luxury hospitality brands, Aman New York—Aman Hotels’ first city hotel in the United States and second in the world—has set new benchmarks with its distinctive design ethos, coupled with a plum location close to Billionaires’ Row and Central Park.
SUMAN TARAFDAR
The world can be sliced several ways.
Seen from Aman’s point of view, the world consists of ‘Amanjunkies’ and the rest. Ever since the now legendary hospitality brand was founded 30-something years ago in Thailand, it has become a byword for quiet luxury.
Almost synonymous with its core pillars of wellness, its much-treasured resorts around the world are where the rich, famous and the well-heeled go to relax,
and connect with themselves, expecting the best standard of hospitality, discreetly served. The brand has been known for getaway resorts but is now looking at cities. So it is no surprise that the group’s first hotel in North America is perched high above bustling Manhattan, in perhaps the greatest city in the world, New York.
The choice of The Big Apple seems to be the first of a move in the direction of more urban havens for the brand. “Under our Chairman and CEO, Vlad Doronin, the strategy has been to bring the Aman experience to urban destinations while continuing to expand our remote locations,” points out Olivier Lordonnois, Managing Director—North America.
“Following the success of our first city property, Aman Tokyo, the decision to bring Aman to the Western Hemisphere was simple. Aman New York,
Tokyo, and upcoming North American city destinations in Miami and Beverly Hills, among other international openings, allow guests to receive the Aman experience in destinations they may already have travel plans to, truly turning vertical the spacious accommodations, amenities, and service of our horizontal resorts.”
Translating Aman’s distinctly East Asian roots to effectively epitomise Western urbanisation was never going to be easy. Lordonnois is confident it’s been a successful transplant. “The nod to our roots in the East have created a vertical resort with vast amenities, including a three-floor Aman Spa, allowing our guests the comfort of not leaving the property, while also residing just two blocks from Central Park on the corner of Fifth Avenue and 57th Street. Beyond our award-winning design, the unparalleled service promised by the Aman name and programming that is typically reserved for remote resorts, complemented by the resources of being in Manhattan, create an experience that New York has not been able to offer before.”
Manhattan’s dynamism
Aman, located in the upper levels of the historic Crown Building, just a stone’s throw from Billionaires’ Row and Central Park, could hardly have a more central and iconic urban location globally.
The design brief for converting the historic Crown Building into Aman
New York was to seamlessly blend Manhattan’s dynamic energy with the serene essence of the Aman brand, says Belgian architect JeanMichel Gathy, Founder, Denniston, who is widely acknowledged as a living legend for hotel design.
“The challenge was to honour the Crown Building’s Gilded Age origins while reimagining it to achieve a modern feel,” he adds. “The design had to respect the architectural legacy of the Crown Building whilst also complying with New York City's strict preservation laws.”
The process involved a meticulous restoration and transformation of the Crown Building, respecting its BeauxArts architecture and historical significance, elaborates Gathy.
“The main concerns included adhering to preservation laws, reconfiguring the floor plates, and addressing acoustics in the city-centre location. Elements like windows and ornamentation were preserved, requiring a thoughtful approach to design around existing features while creating a balance between the old and new.”
OLIVIER LORDONNOIS MANAGING DIRECTOR
“Beyond our award-winning design, the unparalleled service promised by the Aman name, and programming that is typically reserved for remote resorts, complemented by the resources of being in Manhattan, create an experience that New York has not been able to offer before.”
The renovation of Aman New York, from the initial stages of planning to its grand opening, spanned several years. The process began in 2017, and the hotel officially welcomed its first guests in August 2022, reveals Gathy.
Few would argue that the Aman brand perception is one of understated refinement, an abode of luxurious elegance where the quietest of pastels blend with service that makes you wish you could take the providers of the said service home—usually with a balmy beach or luxurious jungle somewhere in the backdrop.
To translate these to Manhattan required dexterous vision. “The design concept revolves around
peacefulness and quiet luxury,” says Gathy. “Elements such as muted colours, simplicity of materials, and careful composition of design elements contribute to this concept.
Acoustic treatments, layering of panels, and the inclusion of fireplaces in guestrooms create a serene environment for guests and residents. The choice of materials, including oak, walnut and cinnamon woods, as well as natural stone, blends the Aman brand’s Asian roots with Manhattan's vibrancy.”
Of course, it would not be an Aman if the local spirit was not present. I have an affinity for urban properties that are unique to their destination, and Aman New York is precisely that, says Lordonnois. “Gathy, a trusted
Aman collaborator, designed an urban oasis within the historic Crown Building, restoring the exterior while imbuing the space with the spirit of Aman.”
Gathy adds, “The city and its spirit are represented in design features through careful consideration. The double-height atrium serves as the focal point of the building. The 14th-floor Garden Terrace offers a serene retreat in Midtown, with reflective pools and fire pits providing a connection to nature within the busy city. The incorporation of greenery, views, and outdoor spaces contributes to a sense of tranquility amid the bustling city environment.”
Japanese influences are found in elements including textured stone floors laid in a pattern reminiscent of woven rattan baskets.
The interiors are designed to elicit that wow from the firsttime visitor. “The most crucial factor in designing the space was integrating Aman's design DNA with the historical and architectural elements of the Crown Building,” stresses Gathy. “Our primary focus was to stay true to this while offering a sanctuary within the city, providing guests with an exceptional and serene urban retreat.”
The entry point may be 14 levels up, but the design ensures the guest hardly gets to miss the elements. The interplay of water (fountains) and fire (fireplaces) along with the sharp New York breeze ensure the city’s omnipresence. The sense of space is again a given—even with the high-rise environment. Case in point—the 7000 sq ft, double-height atrium, abundant greenery—and in true Japanese style, not a leaf out of place!
JEAN-MICHEL GATHY ARCHITECT
“The challenge was to honour Crown Building’s Gilded Age origins while reimagining it to achieve a modern feel.”
The room concepts embody Aman’s design sensibility of understated elegance and tranquillity. Ranging from 775 to 2,770 sq ft, each of the 83 suites and 22 residences feature a functioning fireplace, creating a quiet and cozy atmosphere. The use of organic, natural materials and large windows offering dynamic views reflects the design principles found in Aman’s resorts.
Pivot doors allow guests to customise their space, transforming it from open-plan
‘lofts’ to intimate layouts. Of course, the beds are king size plus, the washroom areas a byword for luxury—every amenity from top-of-the-line brands, the design concepts more often a direct tribute to Japan. Note the rice paper panels, the interflow between spaces again leaves a distinctly east Asian feel, the lovely heated bathroom floor, the zillion design elements that nevertheless manage to impart a sense of calm. The technology is absolutely up to date—yes, including the all-controlling (!) tablet.
Each suite features a large mural inspired by the 15thcentury Japanese artwork Pine Trees by Hasegawa Tohaku. Pairs of pivoting louvre doors with backlit rice-paper panels can be angled by guests to open up or contain the spaces within their rooms.
With the brand rooted in luxury, it is no surprise that entering the spa is another moment when you have to pause for effect. Approximately 25,000 sq ft, the spa and wellness centre is the unruffled heart of the hotel. It spans three whole floors—nine to eleven. If the 65-foot pool fails to enchant, which is an improbable thought, there are other dedicated spaces—a hair and nail salon, and a yoga and pilates room. The two separate spa houses offer treatments that are, somewhat surprisingly, Moroccan and East European themed! Expect to cross paths with a lot of wellness experts.
The choice of luxury hospitality brands in NYC is nonpareil around the world. For Aman to stand out and be the brand of choice, as it has demonstrated in the past year, has been a testament as much to the brand as its unique hotel at 5th and 57thW.
Aman New York is located in The Crown Building, 730 Fifth Avenue, 10019 NY, United States.
Belgian architect Jean-Michel Gathy, Founder of Denniston, who designed Aman New York, is widely acknowledged to be a living legend for hotel design.
Ranging from 775 to 2,770 sq ft, though almost all are over 1,000 sq ft, the understated suites are amongst the largest in the city.
Aman New York's Suites, Signature Suites and Homes are inspired by the architecture of Aman’s properties in Southeast Asia.
Dining options include signature Aman restaurants Arva and Nama, alongside the Lounge Bar, subterranean Jazz Club and a collection of alfresco dining terraces. While Italian-influenced Arva is arranged around a central open kitchen and surrounded by floor-to-ceiling wine cabinets, Nama serves traditional Japanese cuisine and features a Hinoki wood counter for Omakase-style dining, as well as staggered ceilings and pendant lights influenced by the work of American architect Frank Lloyd Wright.
Featuring reflective pools and dramatic firepits, the 650 sq mtr outdoor space features a retracting glass roof allowing year-round access. Meanwhile, the exclusive Jazz Club offers world-class live performances, reinventing a classic New York experience and serving as a nightly gathering place.
Aman New York offers complimentary house cars for drop-offs within a 15-block radius. The location is one the most central in the city, amidst the ‘Billionaires’ Row’. From the southern end of Central Park just about 100 mtrs away to a whole neighbourhood of luxe retail boutiques all around, this is the pulsating heart of the city that never sleeps. Besides just about every brand of luxury hospitality in the neighbourhood, within a few hundred metres are The Museum of Modern Art, the Rockefeller Centre, Carnegie Hall, Radio City Music Hall and scores of other landmarks.
1.6 MILLION SQ FT OF MANUFACTURING FACILITY
300+ PROJECTS DELIVERED
The earth-conscious joint venture between the Taj and Godrej groups in Vikhroli, Mumbai lays down the foundation of how hotels can be contextualised in the neighbourhood or a destination through design. The sustainably planned hotel has been conceptualised on an urban design vision seldom seen in India.
RUPALI SEBASTIAN
In keeping with the legacy of forward-thinking adaptability hardcoded into Godrej’s DNA, the company’s industrial complex in Vikhroli has been transformed into a thriving, vibrant, mixeduse development called The Trees on Eastern Express Highway. Sustainability and celebration of location is at the centre of the metamorphosis. Late last year, another pearl was added to its string of impeccably designed residential and commercial
entities: The simply but evocatively named five-star hotel, Taj The Trees.
Representing the coming together of two giant brands, Taj and Godrej, for the very first time, this new venture embodies the intertwining of two distinct ethos: unparalleled craftsmanship and best-in-class service of IHCL (Taj) with Godrej’s promise to deliver extraordinary and innovative spaces through their sustainability approach of ‘Good & Green’.
A refined, restrained architectural expression
Taj The Trees’ clean, crisp built-form is the culmination of an intense creative churning between WATG—award-winning, international specialists in integrated luxury hospitality development—and Studio Vikhroli, a design collective that’s part of Godrej Group’s realty arm.
The architectural envelope is articulated as a podium base (housing the F&B offerings, pool,
While Taj The Trees offers an immersive hospitality experience to its guests, it also keeps in mind the well-being of the society at the same time.
Here are a few initiatives—including design-oriented strategies—that showcase the responsibility of the IGBC LEED Platinumrated hotel towards its patrons as well as the environment.
Taj The Trees is a 100% green-power hotel. The major source of electricity is Tata Power, while 2% of the
requirement is generated from rooftop Solar PVs.
Natural sunlight has been utilised through the modernised orientation of glazing. Daylight is the primary source of lighting in 56% of occupiable spaces.
To optimise water usage, the hotel focuses on initiatives such as intuitive gardening (a concept centred on the notion that plants possess their consciousness and personalities), dual flush systems, aerators in taps, and sensor-based taps and urinals. In a
city well-known for its monosoons, rainwater harvesting has been used as a conservation strategy. 100% of wastewater gets processed in an inbuilt STP plant. Grey water from the recycling system is used for gardening and flushing, and in the cooling tower.
With these ongoing initiatives, the hotel saves 17.6% on energy consumption and a significant 31% on water consumption.
The use of greencertified housekeeping
products and glass water bottles in the guest rooms has eliminated the consumption of single-use plastic on the premise.
Half of the hotel’s car fleet comprises electric vehicles.
The wet waste generated by the hotel is sent to the campus’s biogas plant.
The hotel is working towards a program that will capture electricity consumption per room and incentivise guests through Tata Neu points for responsible usage.
Rather than a stereotypical ʻreceiving’ space seen in this genre, Taj The Trees welcomes guests into an upscale living room with a soaring ceiling and bespoke artwork.
and other amenities) with the guest block rising above it. This shift is underlined and highlighted through materiality—glass and metal—that also pays homage to the industrial legacy of the site. Part of a rain shade system, the rhythmically placed vertical fins that sheath the base reconcile the qualities of lightness and robustness. Rendered from aluminium with a ‘weathered’ finish, they root the structure to the erstwhile manufacturing hub. The visual porosity of this mantle allows the interiors to actively engage with the surrounding landscape, including sculptures and carefully preserved markers of an industrial past.
The longer sides of the guest tower are sheathed in glass to
allow the views of the mangrove reserve on one side, and a threeacre verdant Sculpture Park on the other, to become part of the guest room experience. Slim vertical blades—sun shades for the guest rooms—punctuate the glass expanse at intervals. These accentuate the verticality of the elevation, while also contributing to the sustainability goals of the whole project.
Designed as a linear well in its massing, the central corridors are articulated as connecting elements suffused with natural light, with views of the lush surroundings at both ends.
Helmed by Conran & Partners, the interior design is nuanced
and understated, but possesses a visually compelling quality. Traditional craft techniques and materials are seen through a contemporary lens to create an environment that is both high on emotive content and engineered precision. The natural setting is mirrored in the warmth and softness of spaces, while the industrial heritage is expressed through functional simplicity and innovation. This strategy brings an undeniable sense of place to the interiors, punctuated with spatial pauses that elicit admiration and wonder from the discerning viewer.
Art shoulders a significant portion of the responsibility towards this endeavour by using context (mangroves) as the lodestar. The main lobby hosts a superb interpretation of that green sprawl. Designed by London-based Based Upon and titled From Where Did This Paradise Spring, the artwork captures an aerial view of the reserve as a liquid metal-
TOP LEFT: The 7,000 square foot ballroom is envisioned as a contemporray space with a precise beauty, thanks to the graphic lighting suspended from a Barisol-lined ceiling. The white marble walls make a versatile backdrop for a variety of events.
TOP RIGHT: A close-up of a wall of Shamiana's entrance lobby. The all-day dining restaurant pays homage to its surroundings through a stunning wood artwork that celebrates cannoball trees found on site.
BOTTOM RIGHT: The salon, where expansive glazing ensures a connection to the neighbouring mangrove reserve.
Taj The Trees is accessed by a tree-lined driveway that leads to the lobby located on the first floor. Beyond the lobby are orchestrated the meeting and event space, with sophisticated industrial detailing. The luxurious banquet block is located on the ground floor and opens into a private courtyard garden. A crisp and contemporary 7,000-squarefoot, marble-clad and Barisolceilinged ballroom is part of this section. The second floor hosts the wellness and spa area with five treatment rooms, a relaxation room, a salon, retail, a gymnasium and a studio.
Here, the narrative is spearheaded by the intrinsic beauty of natural materials such as timber and stone. Being the hotel’s main outdoor space, the pool deck level or the third floor is divided between Shamiana, the all-day dining; Nonya, a pan-Asian eatery; and the actual pool. While the three spaces are integrated seamlessly, they retain a degree of privacy through the use of indigenous planting and local stonework. Both restaurants have generous terraces facing the spacious pool deck which overlooks the campus sculpture garden beyond, really tying the hotel into its location.
The 151 guestrooms are inspired by how Mumbai locals view their homes—as a sanctuary away from the urban chaos. Light-filled and airy, these enjoy openable bathrooms, detailed joinery and, of course, the artwork reflecting its site and concept.
The Mangrove gin bar occupies the top floor. Besides expansive terraces overlooking the neighbouring private mangrove forest, the rooftop space includes a copper still that will be used to brew artisanal spirits.
finished textured panel that traces the contours of the landscape in relief.
Algorithmic lighting emitting hues of the mangroves from dawn until dusk alters the colour, shadows and pacing, transporting the viewers to a restive state where they can embrace a moment of stillness.
The aerial view of the mangroves repeats itself as a leitmotif, appearing as more relief panels in the reception block (rendered in variously finished brass) and the banquet space (expressed in wood and slate). In the guest rooms, it makes a subtle statement as hand-tufted artwork crafted by artisans from Jaipur Rugs depicting calm waterways and a lush forest, while in the suites, it’s the hand-embroidered artwork crafted by artisans from Mori that steals the show.
The lift lobbies of the guest block remind you of the
surroundings through hand-sewn artwork on a rattan base, while in the gym, the context takes the form of a steel wall that is perforated in various densities to represent the different features of the water delta.
Moving away from mangroves as place-holders, but still paying a nod to the campus’s ‘green’ inheritance is the Shamiana, the all-day dining restaurant, whose entrance lobby is graced by a truly striking artwork etched in wood, celebrating the cannonball
trees found on site. And, inside, guests are greeted by a bespoke wall panel depicting the flora and fauna found on the campus, including Alexandrine Parakeets, which have been nesting in the cannonball trees for generations.
Taj The Trees creates a distinct hospitality experience underpinned by treasuring the past and valuing the future. While being imbued with human skills and technical precision, the spatial narrative focuses on place-making by artistically celebrating the unique context.
Artworks in lobbies rendered as metal, wood and stone, handtufted panels and embroidered textiles celebrate context by using mangroves as the lodestar. In the suite, the pivotal panel bears a hand-embroidered artwork, crafted by artisans from Mori.
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BY RANJITH
Villas are big competition to luxury hotels, particularly in the leisure market. Here’s how they are changing the way the world vacays and what opportunities they present.
PRIYA PATHIYAN
From Goa to Kerala, from Mangaluru to the Nilgiris, from Himachal to Uttaranchal, across the vast swathe of India’s leisure destinations, the private villa business is a booming one. It is no wonder that W Goa’s General Manager Tanveer Kwatra calls the private rental villas his biggest competitors rather than other star luxury hotels. “Branded luxury hotels and villas are essentially targeting the same consumer group, and those looking for more privacy and spending time with family and friends find hiring an entire villa far more convenient,” he says.
Villas are huge competition to luxury hotels, particularly in the leisure markets.
Airbnb launched its operations in India more than a decade ago by tying up with various bed and breakfasts across the country. But
“Branded luxury hotels and villas are a competition for luxury hotels. They are essentially targeting the same consumer group. Those looking for more privacy and spending time with family and friends find hiring an entire villa far more convenient.”
TANVEER KWATRA
GENERAL MANAGER, W GOA
just as it did globally, expanding from air beds and shared spaces to a variety of premium properties, including entire homes and apartments, castles, boats, manors, tree houses, tipis, igloos, and even private islands, it added a host of luxury vacation rentals in India, too. A recent report by Oxford Economics, a leader in global forecasting and quantitative analysis, shows that Airbnb contributed over USD$920 million to India’s GDP and supported over 85,000 Indian jobs in 2022 alone. A large factor in this is family and multi-generational travel post the COVID-19 pandemic. In India, family travel on Airbnb grew by over 90% in 2022 compared to before the pandemic in 2019.
Airbnb research suggests that families most likely book Airbnb listings because of the value and space they receive, getting more bedrooms and bathrooms than they would at the equivalent cost at a luxury hotel. Many private
BAJAJ GENERAL MANAGER, Airbnb -FOR INDIA, SOUTHEAST ASIA, HONG KONG, AND TAIWAN
villas also offer cribs for small children, their kitchens, and are pet friendly.
Fun fact: More than five million pets travelled on Airbnb listings in the last few years.
“Families increasingly prioritise spending quality time together and seeking meaningful travel experiences that foster cultural exchange, purposeful trips are gaining popularity among Indian travellers. They are spending more on domestic and international travel and are more willing to support local communities and small businesses,” observes Amanpreet Bajaj, Airbnb’s General Manager for India, Southeast Asia, Hong Kong, and Taiwan.
After Airbnb made inroads into the market, several other operators popped up. SaffronStays boasts a diverse portfolio of villas, with over 278 properties spread across various desirable locations such as Kodaikanal, Lonavala, Alibaug,
and across the states of Himachal Pradesh, and Goa. The company offers homeowners opportunities to monetise their properties, which may otherwise be white elephants, even as they retain control and privacy. It’s a winwin for the aggregator as well as the homeowner. Often these private villas can work as brand ambassadors for the destination itself. For example, when actor Siddhant Chaturvedi (lately seen in the movie Kho Gaye Hum Kahan) posted about his “easy-breezy experience” at SaffronStays Ahilya Waters by Kosha Villas earlier this year, Lake Pawna got an image makeover. From a trekking destination, it has evolved and offers a more luxurious vacay, where you can enjoy infinity pools and relaxing massages.
The debut of branded villas
You know the villa vacay is a trend that has come to stay when IHCL, South Asia’s largest hospitality brand, also gets on board with it. In February 2019, IHCL introduced amã Stays & Trails, their branded
luxury homestays. A collection of plantation bungalows, heritage villas, colonial houses, havelis, and charming residences as private getaways were launched in response to evolving guest needs for local, immersive, and authentic experiences. amã Stays & Trails began its journey with nine heritage bungalows and has rapidly expanded to 146 bungalows with 51 under development in idyllic locations including Kodaikanal, Munnar, Coonoor, Chikmagalur, Alleppey, Darjeeling, Manali, Lonavala, Madh Island, Alibaug, and across Goa, among others.
Sumit Bazaz, Vice President, amã Stays & Trails, says, “The growth of this segment is proof that Indian hospitality is evolving as consumers opt for new formats in leisure travel. amã is one of several business engines that IHCL has been pushing for growth. By providing a platform for house owners to open up their homes to travellers, amã offers an opportunity to monetise an idle asset and convert it into a profitmaking business managed by IHCL. While amã looks to expand to many more properties, it will be selective and will continue to be positioned in the luxury branded homestay offering.”
In 2023, Homes & Villas by Marriott Bonvoy announced the launch of its curated collection of premium and luxury home and villa rentals, of which there are 10,000 across the world in 700 leisure destinations. In the first phase, it will launch rental homes in destinations such as Goa, Alibaug, Lonavala, Mahabaleshwar and Kasauli, and Ooty, Pawna, Coorg, Conoor, Rishikesh, Udaipur, Jaipur and Chandigarh will be launched in the next phase.
Jennifer Hsieh, Vice President, Homes & Villas by Marriott Bonvoy said at the launch, “We have been looking at the Indian
SUMIT BAZAZ
VICE PRESIDENT, amã STAYS & TRAILS
“The growth of this segment is proof that Indian hospitality is evolving as consumers opt for new formats in leisure travel.”
In India, the vacation rentals market is expected to experience a rise in revenue, with an estimated projection of US$1.97bn by 2024, according to Statista, a global data and business intelligence platform. The villa rental business is predicted to maintain a yearly growth rate of 3.15%, with a market volume projection of US$2.23bn by 2028.
The number of users in the vacation rental market is expected to rise to 58.76 million in 2028.
The user penetration rate, which is currently at 3.6% in 2024, is expected to increase to 3.9% by 2028
The average revenue per user (ARPU) is expected to be around US$37.43
market, thanks to the potential it offers in the travel and housing markets. Luxury private home rentals are the topmost choice for travellers in India, given the ease, bespoke experiences and facilities they offer. These are spaces for people to spend quality time with their loved ones but also facilitate remote working for professionals.”
What is the investment required to build a substantial base of villas as compared to opening a multiple-key hotel? Bazaz of amã says, “Having identified the need for branded and differentiated products in this unstructured market, we will continue to add to the portfolio to offer unique and off-set destinations. Growth in this segment is driven primarily by management contracts without any capital deployment by IHCL. The overarching strategy is to develop properties within driving distance of existing hotels to share management, resources, and the costs.”
According to Devendra Parulekar, Founder, SaffronStays, “A lower capex budget, flexibility in the look and feel (though premium in consistency), and the potential to transact (sale and leaseback) means easier solutions to build a multi-cluster villa development as against a multikey traditional resort. Organised operators in the villa space further fortify the belief of developers alongside the large surge of demand for villa acquisitions across key markets in the state of Goa, and other leisure markets such as Alibaug, Lonavala, Kasauli, Ooty, etc.”
The aggregators identify leisure destinations that have strong feeder markets at a drivable distance from major cities. “We can grow in world-class tourist markets such as Goa and Udaipur, which consistently witness
strong demand. Being a profitable organisation, we prefer casting deep as against going wide and setting up shop in regions in a way that adds maximum value to all our stakeholders,” says Parulekar. “We see an opportunity for multicluster villa projects that would allow us to target segments not typically acquirable through the traditional 3-5 key inventories. Given the quick evolution of our segment, we also recognise the need to evolve our experiential offerings, whether this means offering lessons in horse riding, kayaking, and surfing,” he says.
A new model makes a mark Several developers are getting into the space, too. The most prominent among these are
brothers Nibhrant and Dhimaan Shah, whose luxury real estate company Isprava presently has 40+ ongoing projects and has so far developed 150+ luxury homes across Goa, in the Nilgiris, Kasauli, and Alibaug. Their group company Lohono Stays helps homeowners get a return on their investment by making luxury villas available for short stays to guests at a super-premium price. Lohono Stays curates and manages over 100 properties in India spread across locations in Goa, and spots like Alibaug, Jaipur, Srinagar, Corbett National Park, Sultanpur, Ooty, Shimla, Bhimtal, Kasauli, Lonavala, Karjat, Mahabaleshwar, Mussoorie, and Coonoor, and over 200 properties internationally in destinations such as Phuket, Bali,
Koh Samui, and countries such as Sri Lanka, and the Maldives. There is a unique highlight in every individual home, whether it’s a tempting gazebo by the pool or an age-old banyan tree with a charpoy laid underneath. Also, the skilled concierge can offer guests exceptional gourmet and entertainment experiences. From all accounts, some luxury villas and homeowners are veering towards collaborating with a
villa marketing and management company, eschewing the big boys or the mega hospitality brands. Some villa owners we spoke to in Goa, on conditions of anonymity, have cited reasons such as high branding fees to very small returns for the owners. “One of the big boutique brands wants a R1 crore sign-up fee and long-term lock-ins. But the projected takeaway for the owner over the next three years is just R1 crore. The expenses and the fixed costs are also to be borne by the homeowner. While big brands have the power of reach and sales offices, the smaller villa rental brands can offer you similar reach if their social media game is on point. If the property has potential, it is better to go with a smaller villa and home rental management and marketing company, which offer great services and fairer terms, and also look after your property,” they advise.
Guests at private villas expect drool-worthy design, high-end fittings and fixtures, luxurious amenities and scrupulous maintenance, just as they would in their own homes. But what they value is an experience that’s authentic, local, and exclusive. Aesthetics and a feel-good factor are paramount for discerning travellers. The villa experience is largely design-driven. For example, at Aranayam, a group of privately owned villa properties in Assagao, design and sustainability are the primary focus. Each limited-edition residence adheres to biophilic design principles and is crafted using planet-friendly materials, showcasing timeless aesthetics and exquisite craftsmanship in collaboration with artisans from across India. Varun Maheshwari, Co-founder, Aranayam, says, “We embrace sustainability in the form of solar energy utilisation,
biodigester tanks, and electric vehicle charging stations. These conscious measures aim to minimise carbon footprint while fast-tracking ecological conservation, all while ensuring an uncompromisingly luxurious experience.” Their flagship villa boasts a Green Rating for Integrated Habitat Assessment (GRIHA) and features the use of eco-friendly materials such as lime plaster, recycled wood, and terrazzo flooring.
Curated experiences are another arrow in the villa stays’ quiver. Parulekar observes, “Guests at SaffronStays’ properties
enjoy immersive experiences tailored to each location’s unique culture, landscape, and celebration.” Bazaz agrees, “amã bungalows cater to the growing consumer preference for private getaways with authentic, bespoke local experiences such as plantation walks, jeep safaris, birding, guest meals, dedicated inhouse service with chefs offering local cuisine.”
The villa business is booming. There’s improved design and curation, more competitors entering the market, bigger investments being made, and more destinations being served.
“We embrace sustainability in the form of solar energy utilisation, biodigester tanks. and electric vehicle charging station. These measures aim to minimise carbon footprint.”
WE BELIEVE THAT REAL BEAUT Y LIES IN THE DETAILS and many more.
Buoyed by the response and spending power of their guests, hotels and restaurants beeline to book global, Michelin, and celebrity chefs. SOH delves deep into this culinary movement that is adding much-needed revenue to the bottom line.
Chef Massimo Bottura’s pop-up at The Leela Palace, New Delhi was priced at `65,000 per person, per night. The hotel was initially hesitant to freeze the price, fearing Indian diners may not be ready to shell out that much for a night of gourmet indulgence. They were proven wrong when the pop-up by the chef who runs a three Michelin star restaurant, Osteria Francescana, sold out within minutes of it being announced.
It was in April last year when the executives of Culinary Culture, a food business consultant brand, and The Leela Palace, New Delhi, deliberated over what would be the right price to charge for a twonight pop-up with Massimo Bottura, the renowned Italian chef and founder of Osteria Francescana, a three Michelin star restaurant in Modena, Italy, who was looking at whipping up a culinary storm in the capital city.
The former stood firm on ₹65,000 per person, per night. While the hotel was initially hesitant to freeze the price, fearing Indian diners may not be ready to shell out that much for a night of gourmet indulgence, they were proven wrong when the pop-up sold out within minutes of it being announced.
Similarly, Conosh, a platform that curates unique experiences for diners, brought Ana Roš, chef and owner of Slovenia’s acclaimed three Michelin starred Hiša Franko to The Taj Mahal Palace Mumbai for a two-day pop-up and masterclass. Diners shelled out ₹35,000 per person, per night.
In recent years, the propensity of Indians to splurge on food that’s innovative in taste and presentation, and indulges all their other senses along with their palate, has considerably gone up.
India is going through a culinary renaissance
To create interesting experiences for diners, restaurants and hotels get chefs from across the world to bring their unique flavours to India. “India is going through a pop-up fixation. While once international chefs mainly came down to Mumbai and Delhi, pop-ups are now regularly being organised in other cities such as Kolkata, Bangalore, and even Goa, Chandigarh and Hyderabad,” states Raaj Sanghvi, CEO, Culinary Culture.
He believes that social media has played an important role in transforming international chefs into celebrities and creating greater awareness about them among Indian diners. Some celebrity chefs have millions of followers on Instagram and other social media platforms. This helps them promote their pop-ups on social media. Their restaurants are on the ‘must-visit’ list of globe-trotting Indians.
However, with a long wait for reservations— sometimes over six months—it is difficult for them to reserve a table at these fine-dine eateries abroad. So, when chefs from these coveted restaurants visit India, High Net-worth Indians (HNIs) do not hesitate to pay a premium for the exclusive experience.
“Once, affluent Indians were ready to spend upwards of £300 a night for a dinner in London or upwards of £500 or $500 a night in Dubai, but they held themselves back in India. I think that has changed. We are seeing so much spending power here. That is why we were confident of our price for Chef Massimo Bottura’s pop-up,” Sanghvi tells us.
Sensing the surging demand and the branding value that is derived from pop-ups, Marriott International has a vertical solely dedicated to it. In 2019, it launched the Masters of Marriott Bonvoy which has, to date, hosted top chefs such as Massimo Bottura, Marco Pierre White and Julien Royer, along with others.
“We plan exclusive ticketed experiences, master classes and opportunities for our guests to engage with global culinary luminaries. We are constantly evaluating and searching for new opportunities,” says Khushnooma Kapadia, Vice President— Marketing, South Asia, Marriott International. Trying to get the Michelin chefs to allot time is no mean task.
Kapadia says Marriott arduously works with partners such as Culinary Culture. “The journey of these initiatives spans almost six months, demanding meticulous effort in identifying chefs whose expertise seamlessly aligns with the conceptual and culinary experience we wish to bring alive. The collaboration covers in-depth discussions on the event’s theme, duration, and the specific audience we aim to captivate,” she tells us.
KHUSHNOOMA KAPADIA VICE PRESIDENT – MARKETING, SOUTH ASIA, MARRIOTT INTERNATIONAL
“The journey of these initiatives spans almost six months, demanding meticulous effort in identifying chefs whose expertise seamlessly aligns with the conceptual and culinary experience we wish to bring alive.”
Pop-ups have existed since the time of the khansamas in India, who travelled to other kingdoms to cross-pollinate ideas and learn new techniques and traditions. They were the first idea of pop-ups. Kingdoms also exchanged khansamas. Anglo-Indian writer Bridget Kumar-White once wrote, “Khansamas made amazing dishes, guarding recipes closely while meticulously recording ingredients, techniques, even the art of plating food.” Royal families possessed a posse of khansamas who travelled with them and cooked in different destinations. Food and dining were seen as entertainment, and royal households competed on which of their khansamas would present the most innovative food.
The only thing that has changed since then is the way these collaborations happen—it could be as local as a home chef working with a restaurant for a one-time event, as is the case with a chef or restaurant pop-up or could involve a longer association with an international restaurant such as the Indian Accent pop-up in Singapore.
Before the overseas chefs land in India, they conduct several rounds of detailed discussions with the in-house culinary teams at the hotel to avoid lastminute glitches. When JW Marriott Goa flew down Chef Michele Pascarella, who was awarded the title of the Best Pizza Chef on the Planet at the World 50 Top Pizza Awards last year, the hotel’s general manager Neha Chhabra ensured that the tiniest details of the event were in place before he arrived.
She and her team searched high and low to acquire the right ingredients for the award-winning pizzaiolo. “Sourcing ingredients is an art. Our teams had to reach out to different cities to ensure that we got the essential ingredients. A lot of planning and detailing went into it,” says Chhabra. Pascarella, along with Chhabra and her kitchen team crafted a dinner spread that included several courses with different kinds of pizzas including a dessert version. The meal, along with alcohol, was priced at ₹8,500 per person. In this instance too, the seats sold out almost instantly.
In January 2023 two gourmet experiences
When JW Marriott Goa flew down Chef Michele Pascarella, the hotel’s team had to reach out to different cities to ensure the chef got the essential ingredients.
companies, Gormei, helmed by Argha Sen, and Punebased The Hedonist, founded by Prasad Thergaonkar and Rishi Bhog, flew down Chef Alex Fargas to Mumbai’s Mag St. Kitchen. The chef-owner at La Paloma, one of Hong Kong’s most popular Spanish restaurants, believes that an excellent Spanish restaurant is hard to come by because of the kind of ingredients the cuisine requires. “You need Spanish olive oil, the quality of the ham is important, as is the rice and fresh seafood. Spanish ingredients take a bit longer to be available to everyone.”
The Park Bangalore collaborated with Ladakh’s Alchi Kitchen, helmed by Chef Nilza Wangmo, who showcased Ladakhi cuisine that reflects the diversity of the region.
In Mumbai, the chef changed the paella as he couldn’t get the right quality of fresh lobster. “Over time we have built a strong network of suppliers so it is a little easier, although there are challenges. I used to be a pilot and sometimes, I even had to arm-twist my friends from my pilot days to bring back some ingredients while travelling internationally. It’s a hustle but we make it happen,” says Thergaonkar.
The Park Bangalore collaborated with Ladakh’s Alchi Kitchen, helmed by Chef Nilza Wangmo, who showcased Ladakhi cuisine. “The region between
Tibet and the Indian subcontinent has a diverse culinary heritage and rich history. From hearty stews and soups to delicious dumplings and aromatic teas, Ladakhi cuisine reflects the true diversity of the region and culture,” says Chef Wangmo. The hotel not only created a whole new revenue stream from popups but also introduced diners to a cuisine they had never eaten before.
From a chef’s perspective, pop-ups in different countries open up new culinary horizons. Besides experimenting—imparting contemporary twists to traditional cuisines—it helps them soak in knowledge of different global cuisines. “I am from Italy but I live in London. I go to a lot of kitchens because I want to know more. When we go for popups, we learn so much about new cuisines and the culture of the city in just a few days,” Pascarella explains. The pizza maker will be back in India this year in the midst of zipping across Europe and America for pop-ups.
Chefs often customise or adapt their fare for Indian taste buds at these pop-ups. For instance, Pascarella was requested to steer away from using anchovies (tiny forage fish) as a pizza topping.
Chef Daniel Humm, whose Eleven Madison Park in New York was voted as the World’s Best Restaurant in 2017, was deeply intrigued by dosa on his trip to India, in 2018. The simple breakfast from India’s southern region sent him on an obsessive journey to create a dish for his restaurant. He practised making dosas with different batters. On his return to the US, the Swiss chef offered up tomato dosas. He replaced the coconut chutney with goat cheese and green tomato relish and served the dish with tomato tea.
Sanghvi points out that almost all foreign chefs visiting Delhi make a trip to Bukhara, a restaurant at the ITC Maurya, to learn tandoor, a method in which food is cooked in a clay oven over coal, gas, or electricity. He says, “It’s a two-way culinary exchange. Indians gain by experiencing the food of celebrity chefs from abroad while the chefs gain by learning about India’s culture and cuisine.”
Sanghvi’s food consultancy firm has flown in over 60 chefs from across the world to India for pop-ups at Hyatt, Leela, ITC, Oberoi, Marriott, Taj, and others since 2017-18. The number of pop-ups has gone up from one a month initially, to two every month now.
One of the many reasons why pop-ups are a success with global chefs, he says, is their lack of presence on the ground in India. “They try and explore the Indian market on their visits here.”
THE POP-UP LANDSCAPE
The most expensive pop-up in India was hosted by chef Massimo Bottura, founder of Osteria Francescana, a three Michelin star restaurant in Modena, Italy, which cost `65,000 per person, per night.
CHEF DANIEL HUMM ELEVEN MADISON PARK, NEW YORK
“I
took home some interesting Indian cooking techniques.
I
feel
I
have been too conservative, and too narrow-minded in terms of technique. I see the incorporation of techniques from different parts of the world as the next evolution of our food.”
In 2023, Conosh brought Dubai’s One Michelinstarred restaurant Avatara to India for a pop-up at Conrad Pune. They followed this success with an outpost in Mumbai, the city's first fine dine vegetarian restaurant.Before this, the same team had brought down the Michelin-starrred Trèsind. It has taken a long time for a second Michelin-starred restaurant to open in India. Apart from commercial factors, unviable levies have dissuaded them from opening their outposts.
Marriott International’s Kapadia believes the sustainability of chef pop-ups will depend “on the adaptability of the culinary landscape and the sustained interest of diners in these exclusive and transient culinary events”. While a few years ago the idea of having access to a Michelin-star chef’s secret sauce in a hotel in India would seem far-fetched to many, the pop-ups have made this a reality. This burgeoning trend is not going anywhere as long as those involved with it keep pace with evolving consumer preferences, culinary innovation, and demand for unique dining experiences.
Pop-ups in India, depending on the chef invited, have been priced at `5,000 to `65,000 per person, per night, earning a neat profit for the hotels and restaurants hosting them.
In 2023, Conosh brought Dubai’s One Michelinstarred restaurant Avatara to India for a pop-up at Conrad Pune. Since then, Avatara has set up an outpost of the Michelin-starred restaurant in India.
PRAVEENA SHARMA
Gin, created by the Dutch and popularised by the English, is being infused with exuberant flavours and notes by the Indians. Here are a few things you must know about gin and why it could be a money spinner in your hotel or restaurant bar.
Gin-making is alchemy. Concocting a finely balanced gin drink is brilliance. Possessing a wide repertoire of ways to make a gin cocktail makes for a gin connoisseur. When all of these come together, it sparks a movement, which Nao Spirits CEO and co-founder Anand Virmani calls ‘Gin-aissance’.
India has been in the midst of ‘Gin-aissance’ for over five years now. It has sent distillers foraging through forests, over the Himalayan range, across lush tea estates, into spice plantations and orchards to pick unique botanicals to spike or infuse their gin with. Centuries after gin became the national alcoholic drink of England, it is firing up the imagination of Indian distillers and drinkers, assisted by the abundant availability of juniper in the Himalayan region.
Today, India has gone much beyond just producing a basic gin product with juniper essence. Distillers in the country are imparting their gins exotic twists of flavours and notes, creating an unprecedented buzz in the market, bars and hotels.
The gin market
Indian and international brands have found a lucrative market in the country. While several global brands have entered India, many Indians have established their brands with equal success.
Virmani of Nao Spirits, the creator of Greater Than and Hapusa gins and one of the first few Indian distillers to launch an Indian gin brand, began exploring opportunities in 2015. “Despite India’s interesting history with gin & tonic and abundance of unique gin botanicals, there was a surprising absence of craft gin in the country.”
He hasn’t looked back since the launch of his first offering, Greater Than, in 2017.
Many Indian brands have cornered a substantial market share in the premium segment, which has grown from 10,000 cases in 2017 to 3.20 lakh cases sold currently.
Flavoured gins have been in an ascendancy phase since 2016-17 world over, a trend that has benefited many local brands, which are accurately gauging the Indian palate. “The stereotypical thinking that Indians prefer spiciness doesn’t hold when it comes to gin. The flavour profile tends to favour citrus over floral notes, but India is still in the process of discovering gins,” says Virmani. Indian gins work well as a base for experimental cocktails, but also work on their own. Hapusa can be best enjoyed neat, straight from the freezer at ‘mountain temperature’, over lots of ice.
India’s home-grown gin market is being driven by over 29 craft gin brands, with brands such as Hapusa, Strangers and Sons and Greater Than dominating the market. The newest entrant in this buzzing market is Kumaon & I, India’s first hyper-local gin from the mountains, with flavours of Himalayan juniper, Timur or the
“The Indian palate responds well to fresh and lightly spiced flavours. The stereotypical thinking that Indians prefer spiciness doesn’t hold when it comes to gin.”
Himalayan equivalent of Sichuan Pepper, and other botanicals from the region including Kinu or Kumaoni citrus.
Ansh Khanna and Samarth Prasad from Himmaleh Spirits work closely with farmers and foragers of the Himalayan region to source the botanicals. The bottle design is inspired by the traditions and culture of the Kumaoni community. “A younger generation of evolved Indian spirit aficionados is looking for deeper experiences to connect with the community.”
At Scottish gin maker Hendrick’s, the classic or legacy offerings continue to be the fastest moving variants. Yet, global brands refuse to be complacent about the emerging narrative surrounding
“A younger generation of evolved Indian spirit aficionados is looking for deeper experiences to connect with the community.”
flavoured Indian gins and attempting to catch up with the dynamism in the home-grown market. Ally Martin, global brand ambassador of Hendrick’s, tells SOH that his brand has been constantly building on its legacy to launch interesting flavour profiles. An outstanding blend of notes in which the brand takes pride merges the flavour of cucumber with rose petals. “This (mixing of cucumber and rose flavours) creates a gin that is unusually smooth, with a delightful balance of floral and herbal notes,” says Martin.
He acknowledges that the evolution of the Indian palate is influencing the transformation of Hendrick’s brand in India. To keep in tune with it, the Scottish gin distiller collaborates with native mixologists to create new cocktails that appeal to the taste buds of Indian drinkers. Hendrick’s master distiller Lesley Gracie, who’s at the helm of the spirit company’s Cabinet of Curiosities, dives into the depth of gin flavours in her search for the perfect gin blend. The newest limited-release gin Flora Adora, which is distinctly floral, is an outcome of Gracie’s such endeavours.
Pernod Ricard (who owns Monkey47) India launched the eponymous Schwarzwald Dry Gin a few years ago. In the past six years, it has captured a 20% market share in the country according to Canadean, who offers market research and consulting services to the global beverage industry.
In India, Monkey47 markets its history, heritage, fine craftsmanship, and the aromas of 47 botanicals (that is where they get part of the name from) it is infused with. The gin is a batch-distilled, handcrafted spirit that fuses British traditions, exotic Indian spices, aromas of the botanicals, and the genius of
Juniper berries are not berries. They are fleshy cones that grow on trees. Gin was first distilled in the Netherlands. Franciscus Sylvius, a Dutch physician, created Genever as medicine during the 16th century. His concoction was believed to improve circulation and other ailments. During the Dutch Independence War, the gin was offered to soldiers and came to be referred to as ‘Dutch Courage.’
Whisky might steal the spotlight when it comes to stories about Prohibition and how it was distilled illegally. But gin was also popular due to how easy it was to distill the spirit. Cheap grain alcohol with flavourings such as juniper-berry juice were mixed in a bathtub, and left to ferment for a few days. The gin was distilled right there, in the tub.
The biggest gin-drinking country in the world is the Philippines, reportedly accounting for 43% of the global gin market. There’s even a Tagalog word for a gin-drinking session, ‘Ginuman’.
In 1923, Gin Twist was all the rage, mentioned in multiple novels and periodicals. It consisted of gin, lemon juice, simple syrup and hot water.
Watenshi Gin is recognised as the world’s most expensive gin, distilled purely from Japanese botanicals. The $2500 gin is ironically made in an English distillery called Cambridge Distillery. The owners, William and Lucy Lowe, were inspired to produce gin while walking through the meadows surrounding Cambridge. The distillery was established on the principle that no two botanicals are identical and each needs to be treated individually.
“This (mixing of cucumber and rose flavours) creates a gin that is distinctive and unusually smooth, with a delightful balance of floral and herbal notes.”
Juniper berries are not berries but fleshy cones that grow on trees. The juniper berries juice is used as a flavouring in the gin.
Monkey47 founder, Alexander Stein. Maceration is a handcrafted process. The fruits are peeled by local women from around the Black Forest and then blended in the drums.
Hotels now boast exclusive gin bars—Copitas in Four Seasons Bengaluru, Sylvia in W Goa, Juniper in Andaz Delhi, Toast & Tonic in Bengaluru and Mumbai, Gin Bar by Jyran in Sofitel Mumbai, and Sky Granny in Bengaluru and Delhi.
Mayank Dumka, Assistant Manager-Bars, W Goa says, “Gin consumption has surged due to craft trends, diverse flavours, cocktail popularity, effective marketing, and global appeal, making it a favoured spirit choice in recent times.”
Dumka has this to say about Sylvia, “Sylvia capitalises on craft spirit trends, offering rare gins, bespoke cocktails, and curated experiences. This niche caters to luxury-seeking patrons, enhancing hotel appeal and differentiation while creating sophisticated, high-end drinking environments that attract discerning clientele.” Setting up a gin bar at W Goa involved meticulous planning, including market research for premium gins, selecting a diverse range of spirits, crafting unique cocktails, training expert staff, designing an upscale ambience, and implementing marketing strategies for an exclusive and luxury experience.
At Copitas, India’s best hotel bar and country’s fourth best bars as listed on 30 Best Bars India 2024, the focus is on fine spirits with gin leading the game. The entire
Even in bars of luxury hotels without a dedicated gin menu, the list
no longer includes only entrylevel gin. The menu lists over 13 to 14 other brands, among them seven to eight Indian gin brands.
Diverse agricultural heritage and availability of the most soughtafter botanicals is fuelling the gin trend in India. Almost all bartenders or spirits curators have discovered that Indians like ‘character’ in their drinks which is imparted by peppercorns sourced from Coorg, or the fiercely citrusy aroma of Kolkata’s Gondhoraj lemons, or by Darjeeling’s refreshing tea. India is abundantly endowed with spices and fruits of robust flavours and notes that lend character to gins.
There are over 29 Made in India gin brands. Among the most experimental is Kumaon & I made by a young Kumaonbased distillery, with Himalayan botanicals such as galgal, black turmeric, thuner leaves, coriander seeds, kinnu, a bark known as kalmegh, local peppers known as timur, rose and walnuts. Mohulo, a gin with the star ingredient mahua comes to us from The Smoke Lab. The mahua seed is its primary botanical along with 12 others, including honey, basmati rice, orange blossom, bay leaf, orange peel and liquorice. In fact, two botanicals in Monkey 47 are from India. Montgomery Collins, the forefather of Monkey 47, was a firm believer in Root Ginger’s curative powers against the common cold. The other is Abelmoschus moschatus, a plant native to India. Musk mellow seed oil was often substituted for animal musk in perfumes and is included in the 47 botanicals for its heady, sweet fragrance.
menu is based on gin, tequila and rum, with a limited edition of wines and single malts. The vibe is young and the young favour cocktails. Gin lends perfectly to the cocktail game, and among the innovative ones that the bar serves is a gin cocktail served with black lemon cordial, inspired by one of the team member, Shashank’s nostalgia for his home state, Himachal Pradesh, which is known for its tangy lemon pickles. He dried local lemons from Karnataka, pickled it, made a cordial out of it, and paired it with the gin.
Even in bars of luxury hotels without a dedicated gin menu, the list no longer includes only entrylevel gin. There is the regular Beefeater, Tanqueray and Bombay Sapphire, of course. But the menu lists over 13 to 14 other brands, among them seven to eight Indian
gin brands—Greater Than, Hapusa, Stranger and Sons, Pumori, Tamras, Samsara, Terai and others. Several foreign brands such as Monkey 47, Roku EG, Hendrick’s and Gordon Castle Scotland are also quite popular with Indian consumers.
Avinash Kumar Azad, Beverage Manager, St Regis Goa, leans towards experimental cocktails with a dominating juniper flavour. As a mixologist, he reaches out for Tanqueray because of its ‘ginniness’, which means having a distinct juniper note. Azad says that the classic Gin and Tonic (G&T) continues to find favour with most drinkers at the St Regis’ Bar.
The current gin wave, he says, is being largely driven by youngsters and women. A spillover effect is a wider choice of tonic water brands in the market, which when mixed with the gin, enhances subtle flavours by compelling them to burst in your mouth.
Till a while ago, besides Schweppes, there were very few other tonic water brands in the Indian market. Today, it is flooded with several brands—Franklin and Son, Fever Tree, Jade Forest, Sepoy & Co., Svami and a host of others.
Dumka contends bars and pubs favour citrus for zesty freshness,
All bartenders or spirit curators have discovered that Indians like character in their drinks, which is imaprted by ingredients such as peppercorns, lemons, tea, spices and fruits.
In the 1600s, juniper berry was the base ingredient used by monks to prepare the original medicinal liquor (gin) in Europe. Over time, it evolved into a distilled alcoholic drink called gin made from juniper berries and other botanical ingredients.
But did you know that India is intrinsically linked to the history of gin, particularly the iconic drink Gin and Tonic?
In the 1700s, malaria was a raging disease that killed thousands of people in the country. Bitter quinine was the only medicine that could save the British soldiers posted in India’s marshy swamplands. To make it palatable, they sweetened the quinine with sugar, diluted it with water, and added gin they had brought from England. Thus was born the famous Gin and Tonic.
herbal infusions such as basil and mint for depth, and a spectrum of spices such as cinnamon and cardamom for warmth. Fruits such as berries add sweetness, while bitter elements from Campari and artisanal bitters bring complexity and balance to the cocktail.
Keshav Prakash, Founder and Curator, Vault Fine Spirits and member of The Gin Guild always looks for gins with character. “A bartender will consider the kind of botanicals that have been used (in the gin) and how they blend in with other ingredients when he or she makes cocktails. On the other hand, someone who is drinking gin will always buy one which has a character of its own so when
mixed with tonic water, its flavour doesn’t get lost,” says Prakash.
Home-grown distillers are experimenting with every possible flavour—from saffron to mango, guava, cinnamon and even cricket bats (Broken Bat gin—a limited edition of the Greater Than by Nao Spirits). Some even feel the ‘dusty and unclean’ Himalayan juniper adds a relatively distinct character to Indian gins. However, not everyone has taken a shine to Himalayan Juniper. At W Goa, choosing a go-to gin brand often depends on personal taste, preferences and the
specific flavour profile desired for each cocktail. Roku, Hendricks, Bombay Sapphire, Beefeater or The Botanist are frequently favoured for their versatility and ability to shine in cocktails, offering a range of botanical notes. “Each gin brings its character to these cocktails, so experimentation can help find the perfect match for individual tastes,” says Dumka.
Roku stands as a versatile choice, boasting a classic juniper base harmonised with balanced botanicals. “Bombay Sapphire’s lighter, floral notes offer adaptability, while Hendricks’ unique cucumber and rose infusion add flair. Plymouth
Gin’s balanced sweetness and smoothness make it a flexible option, excelling in diverse cocktail creations,” he adds.
Arijit Bose, mixologist, bartender and co-founder of Countertop India, prefers Corsican or Italian juniper. “They are flavourful, piney and ‘foresty’ with a sweet flavour. I like the foreign junipers a bit more because they stand out.” The extensive breadth of international gin variety has inspired the Countertop India team to create innovative cocktails for their clients. Spurred by a wide range of gins at his Bengaluru bar Spirit Forward, Bose conjured up Vesper Martini—a cocktail made with three different types of gins and vodka. All he did was pour together the gins—German-made Monkey 47, London-produced Tanqueray 10 and Indian brand
Greater Than—with Indian vodka Short Story, and voila, a winsome cocktail was ready to be served at the bar counter.
For versatility, Bose bets on Monkey 47, Tanqueray 10 and Bulldog London. But when it comes to flavours, he will not think twice before voting for the ‘lesser known’ Australian gin Archie Rose. “It’s (Archie Rose) the tastiest gin you can have on the rock or with soda. It has about eight botanicals in it; a few of them are Australian ingredients,” he says. The spirit expert knows his stuff when it comes to gin. Ask him which is his favourite gin cocktail, and he says, “For an early evening, I would shake up a Southside—mint, fresh lime juice, sugar syrup shaken up with gin, double-strained and poured into a coupe glass. For late evening, I would settle for a Negroni.”
However, he does not write off the craft brands, particularly their appeal to Indians. “Distillers are using local botanicals and
unique production methods, celebrating regional flavours and traditions. Also, non-alcoholic or low-alcohol gin alternatives are gaining traction, catering to health-conscious consumers without compromising on taste. Sustainable practices in gin production, such as using eco-friendly ingredients and packaging, are becoming more prevalent, reflecting a growing concern for environmental impact in the spirits industry.”
The influx of new gin varieties has revolutionised bartending and expanded creativity, allowing for diverse cocktail menus and interesting pairings, which have worked well for bars, both independent and within hotels, to establish new revenue streams.
“The new brands offer innovative flavours, allowing bartenders to craft exciting, modern cocktails. They hold up well against legacy brands, challenging them with distinct botanical blends and craftsmanship.”
The
influx of new gin varieties has revolutionised bartending and expanded creativity, allowing for diverse cocktail menus and interesting pairings.
The gin market in India has generated revenues of US$1.7bn in 2023.
According to a report by Coherent Market Insights, the Indian gin market is projected to reach around US$2.4 billion by the end of 2027. Its annual growth rate is projected at 7.78% (CAGR 2024-2028).
India is the world’s fifthlargest gin market. After the British left the country, the spirit somewhat went into a tailspin and came to be identified as a ‘ladies' drink’. But with the growing
experimental bar culture and the exclusive gin bars that mushroomed before the lockdown, it saw some sort of renaissance.
India has gone much beyond just producing a basic gin product with juniper essence. Distillers are imparting exotic twists of flavours and notes to their gins, creating an unprecedented buzz in the market, bars and hotels.
The number of cases of gin sold in India has rocketed from 10,000 in 2017 to 3.20 lakh sold currently.
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Juniper-infused Gin owes its popularity to three countries—Holland, where it originated and from where English soldiers brought it to England in the early 1600s; England, where it became immensely popular, particularly the unusual pairing of Hot Gin Twist and gingerbread; and India, where Gin & Tonic originated as a cure for malaria. Read about this popular spirit in our article on Gins in this edition
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