HOSPITALITY

INDUSTRY
GROUP – 9

SECTION -B
                   THE LEELA VISION

To sustain and surpass excellence in service, ambience and

performance. Hall marks that distinguish The Leela Group. The
strategic locations, individuality, architectural aesthetics, lush
greens and the intrinsic Indian culture holds true for every Leela
property. Reflecting thereby 'The Essence of India'.Our focused
operating philosophy is personalized service and comprehensive
logistic support. We ensure that our esteemed clients, devote their
time to the sole purpose of their stay - to conduct business and
relax in the most conducive environment.
                    THE LEELA MISSION

Innovation - Excellence - Perfection

These are precisely the three pillars on which The Leela Group
has built its reputation.They also represent the three faces of
modern India. World class technology, great tradition enriched
over the centuries and the obsessive desire to be hospitable to
global travellers.But beyond all this is the simple fact :We love
people. It is this that has made The Leela what we are today and
must inspire us in the years to come.
Has hotels in

 Bangalore
 Mumbai (Best 5 star hotel in India)
 Goa
 Kerala
LEELA STRATEGY
Since the management believes
that growth in the five-star hotels
segment will come from cities
where information technology (IT)
will grow, it is expanding into
Hyderabad, Pune, Chennai and
Delhi.
 To achive their growth strategy they
have new projects in Udaipur
Chennai,Pune
 But beyond all this is the simple fact :

We love people. It is this that has made The

Leela what we are today and must inspire us
in the years to come.
FIGURE
3.1 rce: Adapted and reprinted by permission of Harvard
Business Review
 Taj hotels

Oberoi
hotels
 Bargaining power of buyers are low

Bargaining power of suppliers are moderate

Threat of new enterants

 For Leela, competition in Mumbai has

turned fierce as a result of new hotels,
such as ITC Grand Maratha, Le Meridien
and Hyatt, coming up close to the
airport, and enjoying tax benefits too.
However in Bangalore, Leela continues
to remain at the No.1 position because
of the booming IT sector and lack of
five-star rooms, chiefly to accomodate
international passengers. Needless to
say, Bangalore is a real money-spinner
for the company.
House boats

Adventure spots &

camps

Palace on wheels
Brand

Indian Tradition

Weakness
Presence is in limited cities

High cost
 Tax benefit
 Rapid promotion of tourism by the

Indian Govt

Threats
 Terror attacks , riots
 Recession
 Dharma of LEELA
 PRATHAMA DHARMA

As an integral part of the Leela Group, this will be our primary

dharma. No matter what role we perform as team members, we
shall place the guests first and foremost, the organization second,
and the self last, while performing our duties to the finest
standards.
 Leela brand

 Indian tradition of hospitality

 Treats guests as god ('Atithi Devo

Bhava’)

 Close to major airports

 Present in almost all major IT cities

Biggest threat for the LEELA
 With the Indian economy continuing to
grow strongly, Leela is fairly confident of
performing well, going ahead. However,
the management only worry is that since
Leela has a high foreign guest ratio
compared with other five-star hotels in the
country, even the slightest disturbance,
such as plague or riots, could adversely
affect its fortunes. For now however, the
group continues to notch up a sterling
performance.
Kempinski (Europe)
Preferred hotel group (U.S)

Air France
Jet Airways
Kingfisher
Singapore Airliness
Thai Airliness
Miles &More
 Presented By
SIVARAMPRASAD.BORR
I

C
WOW AT EVERY MOMENT OF TRUTH

A COMMITMENT BEYOND THE MARKET

FULFILLMENT OF THE SOCIETY NEEDS

TO PROVIDE THE BEST SERVICES TO CUSTOMERS

NO COMPROMISE WITH THE QUALITY AT ANY COST

TO BE A BEST BRAND IN HOTEL INDUSTRIES

PROMOTE THE NATURE

ITC HOTEL KAKATIYA SHERATON AND TOWERS

ITC HOTEL GRAND MARATHA SHERATON AND

TOWERS
ITC MUGHAL SHERATON AND TOWERS

ITC MAURYA SHERATON AND TOWERS

PARK SHERATON HOTEL AND TOWERS

FORTUNE HOTELS

CHOLA SHERATON

ITC SONAR BANGLA

CONT.

OTHER HOTELS

ITC GRAND CENTRAL SHERATON AND TOWERS

WINDSOR MANOR SHERATON SHERATON AND

TOWERS
RAJPUTANA PALACE SHERATON

USHA KIRAN PALACE

BAY ISLAND

GRAND BAY

VADODARA
BRITISH SAFETY COUNCIL’S “SWORD OF HONOUR”

BEST HOTEL IN THE WORLD

6TH ANNUAL GREENTECH SAFETY

AWARD
 BEST HERITAGE HOTEL BRAND

NATIONAL TOURISM AWARD 2004-05

PATA GOLD AWARD 2005

BEST LUXURY HOTEL OF THE YEAR 2002

ISO 14001
ITC LIMITED & STARWOOD JOIN HANDS FOR LUXURY
COLLECTION IN INDIA

ITC BOARD APPROVES THE SCHEME FOR MERGER OF ITC

HOTELS & ANSAL HOTELS WITH ITC
ENTERPRISES EXIST TO SERVE THE SOCIETY

TEAM WORK

 BEING ETHICAL

INTEGRITY

MERITOCRACY
 STRATEGY OF BENCHMARKING AGAINST INTERNATIONAL
STANDARDS
 Indian hotel chain, with a heavy emphasis on the great
Indian. experience (with international standards of
luxury)
 Fortune brand, which started off as mid-segment brand,
is now being re-positioned as a first-class business hotel.
TAJ GROUP OF HOTELS

OBEROI GROUP OF HOTELS

Porter’s Potential
Five Entrants
Global hotel groups
Forces entry

Analysis •THREAT :
MODERATE
Industry Buyers
Competitors • Global tourists
Suppliers • Taj group of hotels
• Medical tourists
• Many available • Oberoi groups • Industrialist
suppliers • Leela group of
•THREAT: LOW people
hotels
• THREAT: HIGH
THREAT: MODERATE
Substitutes
• Small lodges
Customer Need • Middle class
• Good Hospitality hotels
• Hygiene food and • Palace in wheels
environment •THREAT: HIGH
(because of new Overall Threat
class, Low Level
otherwise) Moderate
Strength Weakness
Brand Management • Naive in Global Arena.
Sales and Marketing

Group ranks No.2

 Excellence of its
cuisine.

Opportunity Threats
• Increase in tourism • Luxury hotels competing
on the home turf.
•Economic Downturn

• Terrorism
KEY SUCCESS FACTORS
(KSF’S)
• Total customer satisfaction

• Brand Value

•Adequate accounting records in accordance with the

provisions of the Companies Act
• ITC Hotels has tied up with Star Alliance, a
consortium of five international airlines,
to launch a scheme to promote its 13 Welcome
group hotel properties in the country.

• The Star Alliance partners are United Airlines, Air

Canada, Lufthansa, SAS and Varig.

• The Rs 130-crore ITC Hotels Ltd, the megacorp

vehicle for ITC Ltd's Rs 1,100-crore expansion into
the hotels sector, is entering into the heritage
properties segment in a big way.

• ITC Hotels, which is keen to tap the heritage

segment, is entering into a joint venture with
Marudhar Hotels, owners of Umaid Bhavan Palace
in Jaipur, for the purpose. The alliance will manage
and market heritage palaces, havelis, forts and
resorts with the objective of providing a unique
• Lavasa's very first hotel is opening under the
Fortune Hotels brand.

• Lavasa has already established tie-ups with the

best of international as well as domestic
institutions such as ITC Hotels (Fortune Select)
and Accor (Pullman, Novotel and Grand Mercure) in
the field of hospitality

• Tie up with Oxford University (Said Business

School), Girls' Day School Trust (UK), Ecole hotelier
de Lausanne (Switzerland), Symbiosis (Pune) and
Christ University (Bangalore) and NSHM (Kolkata)
in the field of education.

• Tie up with Apollo Hospitals in health and

wellness.
• In the Edutainment space Lavasa has tied up with
Space World LLC to set up a 65-acre space theme
park that will offer a space-like experience to
visitors.

• Talks with its US-based hospitality partner

Starwood Hotel & Resorts - owner of the Sheraton
brand - have entered the final lap and the final
shape of the 30-year old alliance is expected to
emerge over the next three

• Starwood has tied up with the Gurgaon-based

Vatika group for bringing to India its Westin brand,
under a management contract agreement
 MANAGING
DIRECTOR

GENERAL
MANAGER

HOUSE MAINTAINANCE
F/B HEAD CHEF HR ACCOUNTS SECURITY
FRONT OFF. KEEPING
MANAGER MANAGER
MANAGER MANAGER MANAGER
MANAGER
ASST.
ASST. F/B CHEF
SR. HOUSE
MANAGER ASST. FRONT MAINTAINANCE
KEEPING
OFF.
RESTAURANT MANAGER MANAGER CHEF THE SUPERVISOR HR SUPERVISORACCOUNTS SECURITY
SUPERVISO SUPERVISO
MANAGER ASST. HOUSE PARTY R
KEEPING MANAGER
MATREE THE LOBBY
MANAGER COMMY 3
HOTEL HOUSE MAINTAINANCE HR EXECUTIVE ACCOUNTA
FRONT KEEPING COMMY 2 EXECUTIVE NT
SR. CAPTAIN SUPERVISOR SECURITY
OFF. EXEC.
HOUSE KEEPING COMMY 1 HR TRANNEE GUARD
CAPTAIN FRONT OFF. FLOOR
SUPERVISOR SUPERVISOR
TRANNEE
SR. STEWARD FRONT OFF.
ASST.
TRANNEE/ CHAMBER MAID
BUS BOY TRANNEE
 Radisson is a division of Carlson
Hospitality Worldwide, a global leader in
hospitality services encompassing more
than 1,530 hotel, resort, restaurant and
cruise ship operations in 80 countries.
 Upscale & Luxury Hotels
 Radisson continues to expand its presence

in key markets in the Americas, Asia

Pacific and Europe, the Middle East and
Africa, reaching new markets and
customers
 Radisson Hotels & Resorts, one of the world's
leading, full-service global hotel companies,
operates, manages and franchises more than
400 hotels and resorts in 66 countries. 

 Radisson is focused on being the hotel of

choice for today's independent-minded
frequent business and leisure travellers who
want more control over their hotel
experience.
 “A global hotel company distinguished by
great places in great places, a recognized
and trusted brand, building valuable
relationships with the guests it serves and
achieving superior returns for owners and
investors”.
• As one of the world's leading upscale, full-
service hotel brands, Radisson Hotels &
Resorts manages and franchises full-service
hotels and resorts around the world. From
franchisees and strategic allies to every
manager and employee, the entire Radisson
organization is committed to providing
warm and engaging hospitality at every
point of guest contact.
 “Express yourself”
- Guests can request stay preferences such

as:, room preferences (high/low floor, near an

elevator, smoking or no-smoking room or no
preference), an automated wake-up call time;
airport pick up (where available) and other
special requests
 "Stay your own way”
 "Yes I Can!” training program
 gold points plus guest loyalty program

- Offering greater flexibility and freedom to

earn points faster than any other hotel
loyalty program.
 Rewarding travel agents
Radisson is the only hotel company to
offer a patented online loyalty program for
travel agents called Look To Book. 
 Travel agents automatically earn points

toward valuable merchandise and

incentive awards in return for booking
Radisson hotels. This exclusive highly
successful program, which began in 1992,
includes travel agents in 106 countries
worldwide.
•Focused on increasing capital investment to
acquire great hotels in the right markets where
there is high customer demand and the company
can lead by example and set high standards for
the brand

•Radisson's brand strategy is focused on

identifying and enhancing key guest touch points
and enabling choice.
 
 Since January 2001, Radisson has acquired
12 new management agreements --
bringing the number of hotels managed by
Radisson to 34
 Added many of these hotels through

conversion and intelligent renovation

 Some of examples are Radisson Plaza

hotels in Philadelphia, Baltimore and

Dallas (Richardson) and major newly-built
hotels such as the Radisson Resort Hill
County in San Antonio
 Global partners
Radisson has grown from its home country of the
United States to become a global leader in the
hospitality industry by entering into management
agreements, licensing and through embracing
partnerships with existing hotel companies.

 Examples of the company's highly successful

partnerships include Rezidor Hotel Group
development of Radisson Blu hotels and three
other Carlson hotel brands in Europe, the Middle
East and Africa, and Radisson Edwardian Hotels in
the United Kingdom.
 Partners with worldwide airline programs to
provide guests with frequent flyer mileage
for stays around the world such as British
airways,Gulf air,Asiana airlines,American
airlines and many more.
 Radisson also partners with major financial

partners such as American Express, Diners

Club, Discover, Visa and MasterCard and
provides guests with special offers and
promotions
• Uniform Franchise Offering Circular (UFOC)
- unique in the industry and the franchising
business
- streamlined, simplified fee structure and
flexible
• tightened its standards for existing hotels
- removing hotels which do not meet customer
expectations
- adding franchisees representing new hotels
that share its values and commitment to a
consistent guest experience.
• new marketing structure to focus its
professionals on brand management,
regional marketing and new revenue
generating national marketing programs
that can also be applied at the regional
level.
• The sales team has been realigned to target
new account development, maintenance
and account growth.
 Radisson Gold Rewards guest relationship
program that works to build long-term
guest loyalty and attract new customers to
the brand
 Look To Book, the industry's premier

loyalty program for travel agents.

 A new 19-person division has been created

focused on customer relationship

management practices through the use of
analytics, e-commerce and program
management.
 created a centralized hub of hotel-focused services at
the heart of our global reservations and information
'nerve center' in Omaha,“

 Business delivery and support services

- Radisson's Directors of Hotel Services are the
primary contacts
- The directors offer consultation to hotels on
opportunities to maximize revenues and improve
guest satisfaction, provide support on the opening
and converting of new hotels joining the system, and
consult on product, service and performance
improvement. They also educate hotels on key brand
communications and initiatives.
Strengths Weakness
•Customer satisfaction •Only serving the upscale market
strategies
•Technological prowess
•Well established brand
•Global presence

Threats Opportunities
•Growing terrorism •Unexplored territories
•Economic downturn •Globalisation
•competitors
Porter’s

five forces
model
 Radisson Group - Hotels and Resorts In India with hotels in
Varanasi, Noida, Delhi, Jalandhar, & Chennai
 Radisson Hotel Chennai
 Radisson Hotel Delhi
 Radisson White Sands Resort, Goa
 Radisson Hotel Jalandhar
 Radisson Hotel Noida
 Radisson Hotel Varanasi
 The fort Radisson Near Calcutta
 Radisson Plaza, Kumarakom
 Radisson Resort and Spa, Alibaug
 Radisson Jass Hotel, Shimla
 Radisson Jass Hotel, Khajuraho
 Radisson Plaza, Udaipur
Prepared & Presented by : Sowmya B.K
 IHG (InterContinental Hotels Group) is the world’s largest hotel group
by number of rooms.

 IHG owns, 7 major hotel brands over 160 million stays per year and
more than 600,000 guest rooms, over 4150 hotels across 100
countries and territories around the world.

 The Group owns a portfolio of well recognized and respected hotel

brands including
1. InterContinental Hotels & Resorts
2. Hotel Indigo
3. Crowne Plaza Hotels & Resorts
4. Holiday Inn Hotels and Resorts
5. Holiday Inn Express
6. Staybridge Suites and
7. Candlewood Suites
 Manages the world’s largest hotel loyalty programme, Priority
Club® Rewards with 40 million members worldwide.  
 Improving the performance of our brands by,
 Using our insight to make our brands the first choice for
guests
 Delivering consistent customer experiences
 Generating excellent returns from our hotels
 Improving hotel revenue by encouraging guest visits
 Improving the efficiency of our hotels and operating
processes
 Putting our market scale and knowledge to good use
 Using our worldwide scale and experience to convert
more hotels to our brands
 Making the most of our global presence – guests choose
brands they know when they travel
 Strengthening our organization
 Investing in our people and our ability to do
business
 Building strong partnerships within our own
company & with our owners across the world
 We operate hotels in three different ways –
as a franchisor, a manager and on an owned
and leased basis.
 Franchising
 This is the largest part of our business: over
3,500 hotels operate under franchise
agreements.
 Managing
 We manage 585 hotels worldwide.
 Owning
 We own 16 hotels worldwide (less than 1%
of the portfolio).
 Marke
ting
IHG
Bran and Owner
Staff Capital Incom
d Distri ship
e
butio
n
All
Owned IHG IHG IHG IHG High revenu
e
IHG Fee %
supplies of total
at least revenu
Third- Low or
Managed IHG IHG the e plus
party none
general % of
manage net
rs income
Fee %
of
Franchis Third- Third-
IHG IHG None rooms
ed party party
revenu
e
 The Intercontinental Hotels Group have highly fragmented
and competitive, forces as they are commanding single-digit
market share at best.
 IHG's largest competitors are
I. Marriott International (MAR)
II. Starwood Hotels & Resorts Worldwide (HOT)
III. Wyndham Worldwide (WYN)
IV. Four Seasons Hotels
V. Hilton Hotels (HLT),
VI. private French company onwed Accor S.A.
 IHG is distinct from its competitors in that the dominant part
of its business is management and franchising. While many of
its competitors are moving towards owning fewer hotels, IHG
has a substantial lead over them.
For instance, Marriott International (MAR) earns 25% of
its revenue from managing and franchising hotels, in
comparison to IHG's 63.5%
 IHG controls 8% of branded rooms worldwide, and 3% of all
hotel rooms.
Strong: …………….
 Food

 Luxury

Weak:………………
Comfortness –
1. Guest’s First choices,
2. Online services
Brand Value –
1. Big business Model
2. Corporate preferred
Ambience -
1. “ Guests First choice”,
2. Exotic locations in different locations of the world
Excellent Services –
1. Pick up – Drop facility, Travel Tour destinations,
2. Early bird offers (in Off seasons)
Weak :
2. Acentic, a leading supplier of digital interactive TV systems
for the hotel industry has chosen preferred providers for
the hotel

4. Launched new web marketing and distribution initiative in

partnership with online video solutions platform Turn Here
Inc. via Travel Distribution News

6. On Site Parking Facilities & Services

Parking is available for our overnight hotel guests, visitors,
restaurant, bar, and spa patrons with valet service.
7. The Business Center is a full service business center. Full
services include copying, printing, fax, high speed internet
and secretarial services.
8. Members spent more on iPods, Global Positioning Systems
and digital cameras - a sign of people holding tighter to
Strong:…………
Not targeting the affluent population
Weak:………….
 Founder of International Hotels and Environment

Initiative (IHEI). The environment and local

communities remain at the heart of IHG's global
corporate responsibility focus
 World's largest hotel loyalty programmer, Priority Club

Rewards, with 42 million members worldwide

Service:
 The Business Center is a full service business center. Full

services include copying, printing, fax, high speed

internet and secretarial services.
 IHG featured 12 call centers around the world , doing 700

transactions per week is core of the operations system,

has brought $5.7 billon in room revenue in the year 2007
 Fluctuations in international tourist arrivals:
The total dependency on foreign tourists can be risky, as
there are wide fluctuations in international tourism.
Domestic tourism needs to be given equal importance and
measures should be taken to promote it.

2.Increasing competition:
IV. Several international majors like the Four Seasons, Shangri-
La and Aman Resorts are entering the Indian markets.
V. Two other groups - the Carlson Group and the Marriott chain
- are also looking forward to join this race.
VI. This will increase the competition for the existing Indian
hotel majors.
1. Operating system
2. Hotel distribution
3. Advertising and marketing
4. Priority Club Rewards
5. Web presence
6. Reservation system
7. Sales force
8. Leading loyalty programme
9. Strong management
1. Large exposure to the United States market would hurt
hotels in the event of a downturn
2. The branded hotel industry is growing strongly,
especially in emerging markets like China
◦ Decreased availability of financing is slowing hotel
construction and expansion.
◦ Hotels are extremely capital-intensive to own and
lease, and many hotel developers rely on financing to
build hotels. As a result of the credit crunch,
financing for such large-scale projects has become
hard to find.
3. High Oil Prices make travel more expensive, hurting
hotels
4. Susceptible to political events: The internal security
scenario and social unrest also hamper the foreign
tourist arrival rates.
Access to the internet is opening up the vista of
travel to a far wider cross section of people.
Emergence of low-cost airlines now helps make
long-distance travel something that everyone
can enjoy.
Gradual removal of travel restrictions to and
from some of the world’s largest countries, such
as China.
People are increasingly defining themselves by
the brands they use, and hotels are no different.
Brands represent known quantities and offer
predictable returns and, as ownership of hotels
consolidates, expect to see demand for brands
rising in parallel
Global economic downturn, the world's largest
hotel operator, IHG (InterContinental Hotels
Group), is enticing the public to travel by offering
its hotel rooms at cheaper rates.
Responded with their own willingness to consider
alternatives to city centers as well as midscale
brands.
Midscale runs the lowest of occupancy, they have
the rooms available, they might be less inclined to
charge
People shift brands in these tough times.
There is definitely softening out there, and
they are going to be shifting in people's
buying patterns
IHG and The Family of Orange Lake Resorts Announce
Strategic Alliance to Create a New Timeshare Brand, Holiday
Inn Club Vacations (HCV)

In December 2008 with Orange Lake's flagship villa property

in Orlando, Florida, HCV marks InterContinental Hotels
Group's first venture into the timeshare market, one of the
fastest growing segments of the U.S. holiday and vacation
industry.

The alliance coincides with the $1 billion global re-launch of

the Holiday Inn brand, currently in progress

[Source: American Resort Development Association (ARDA)]

 The marketing and licensing agreement also
includes: --
2. The construction of a flagship Holiday Inn Resort hotel on
the Orange Lake site in Orlando
3. The marketing and rental of available timeshare villas
through IHG's extensive reservation system and
distribution channels, including Priority Club(R) Rewards,
the world's largest hotel loyalty program with over 39
million members
4. Participation in the Priority Club Rewards program
including earning of Priority Club points on rentals with
qualified rates and redemption for room nights
5. The formation of the Holiday Inn Club(TM) exchange
program which will allow members of Holiday Inn Club
Vacations to exchange timeshare weeks for hotel nights at
overAmerican
[Source: 4,000 hotels in the IHG family
Resort Development of brands.
Association (ARDA)]
 Global Seven distinct brands

 Luxury full service to economy extended stay

 People at IHG are community of Shareholders,

employees, licensees & partners living across the
world

 IHG is privileged to serve & align with diverse

group of owners and franchisees
 The next few years will be an era of extensive growth and
diversification for InterContinental Hotels Group across the
MENA region,” said Tom Rowntree, Vice President, Sales &
Marketing, Middle East & Africa

 In the upscale travel sector, IHG is building on its existing

portfolio of properties in IHG hotels& Resorts and Crowne
Plaza brands

 At least three Crowne Plaza properties in the Middle East over

the next two years

 Four property deals, amounting to 558 new rooms, in the

pipeline, in the UAE, Egypt and Kuwait

 Signed a deal with Shimao Group in China, to open six new

hotels under three brands in four cities by 2013
 Strong value personal, family time, and strive to
provide team members gain balance.(equal time
shifts)
 Within an atmosphere of appreciation and
respect, we are zealous in our belief of equality
and pursue an active
 Through individualized training programs tailored
for all levels of the organization, you'll achieve
higher performance and more satisfaction from
work than ever diversity program.
 Do the right thing

 Show we care

 Aim higher

 Celebrate difference

 Work better together

 Hotels in India

Hotels in India :

United States California agra hotels (1)

Anaheim - Resort Area canacona
Chatsworth hotels (1)
Alabama Fairfield - Napa Valley Area cavelossim
Irvine East/Lake Forest hotels (1)
Palmdale gurgaon hotels (1)
Gulf Shores
Montgomery RocklinSacramento Natomasjaipur hotels (1)
manli hotels (1)
– Eastchase San Diego - Rancho Bernardo Area
mumbai hotels (3)
Arizona San Diego - Sorrento Mesa  
Phoenix - Glendale San Francisco Airport new delhi
San Jose hotels (2)
Arkansas Silicon Valley - Milpitas ooty hotels (1)
Bentonville - RogersSunnyvale
Fayetteville Torrance/Redondo Beach
Hot Springs
• Taj Hotel established on December16, 1903

• Taj Hotels resorts &places comprises 57 hotels in 40

location across india.

• 18 International Hotels in the

Malaysia,Australia.UK,USA,Sri lanka, Africa.

• Taj is recognised as the premier Hospitality provider.

• Innovator in dining:- Taj was the first to introduce

thai,Italian ,Mexican into the country.
• Apart from strengthing our position in the
domestic market. We have adopted a vision to
make Taj brand more popular in the
International. The only way to do it is to either
acquire premium hotels or enter into
management contracts.

• Embrace talent and harness expertise to

leverage standards of excellence in the art of
hospitality to grow our international
presence.increase domestic dominance and create
value for all stakeholders.
• Taj group has used the Taj name for all its
operations to leverage the brand equity
commanded by the name Taj.

• Taj brand is playing an increasing role of driving

revenues

• Taj group plans to add around 12 Hotels in the

next 3 years .

• Taj facilitates the expansion to other segment by

endorsing the sub-brands with their parents brand
names.
A higher emphasis was placed on the business
segment as the profits are higher (this market
being less price-sensitive) as compared to the
luxury segment.

There was a proliferation of the Taj Presidency

hotels not only in new cities, but also smaller
towns.

The action plan is more opportunities, adding to

and complementing the brand
• Health & Fitness facility to its Guests.

• Latest cardico vascular machines, strength-

training equipment.

• Spa also includes steam rooms

&sauna,specialized treatment rooms.

• swimming pool, Gardens, Waterfall

•The beauty saloon of the Taj hotel offer a wide

range of beauty and hair treatment for men
&women.
 Brand loyalty
 Credibility
 Huge Reputation
 Patent protection

 High cost service

 Not proper network in
semi- urban
 Lack of safety measure
  Rising income
Globalization
New Geographical
location

Fluctuations in
international
tourist arrivals
Increasing competition
Terrorism
Porter’s Potential
Five Entrants
Global hotel groups

Forces entry

•THREAT :
Analysis MODERATE
Industry Buyers
Competitors • Global tourists
Suppliers • Oberoi groups •Medical tourists
• Many available • Leela group of •Industrialist people
suppliers hotels
•THREAT: LOW • THREAT: HIGH
THREAT: MODERATE

Substitutes
• Small lodges
Customer Need •THREAT: HIGH
• Good Hospitality (because of new
• Hygiene food and class, Low
environment otherwise)
 Technology related:-Used of advance technology in hotel
premises.

 Manufacturing- related:- High utilization of fixed assets.

Quality control know-how.
Serving customer according to their
specification.

 Distribution-related:- Presence of hotel chain at various places.

A strong network.

 Marketing related:- Breadth of product line and product

selection.
Personalized customer services.
A well-known and well-respected brand
name.
• Taj Hotel Resorts and Palaces signed a
marketing alliance with Okura Hotels and Resorts
of Japan.

• After entering into strategic marketing alliances

with Silversea Cruises and Korea's Shilla Hotels &
Resorts, Taj Hotels Resorts and Palaces has
entered into a strategic marketing alliance with
Okura Hotels & Resorts, one of the largest
international hotel groups in Japan.
•The Indian Hotels Company Limited (IHCL), which owns
and operates Taj Hotels, Resorts and Palaces, acquired
the 100-room W Sydney from the Harileela Group for
A$36 million. The property was re-launched as BLUE
Sydney, a Taj Hotel in February 2006.
•The company will launch the first luxury
service apartments/residences through its
Wellington Mews project later this year,
followed by luxury residences at Taj Lands
End, Mumbai.

• Indian Hotels plans to have a presence in

key international cities such as New York,
Los Angeles, Singapore as well leisure
destinations, and in fast growing markets
ORCHID
HOTELS
SHEPHALI NIRMALKER
 Incorporated in january 3 1986.
 Kamat's is now a large hospitality Group

with interests in Luxury Hotels, Budget

Hotels & Restaurants, Family Leisure &
Sports Clubs, Travel Business, Catering &
Educational Institutions, Departmental
Stores and of course Restaurants.

Asia's first certified eco-friendly

five-star hotel and w orld's onl y
Eco tel t o be certi fied as I SO
 The orchid,asia’s first 5 star ecotel Hotel ,is
committed to enhancing the guest
experience while setting a new standard of
environmental responsibility by conserving
natural resources,educating ,enlightening
and motivating our staff ,and cultivating
community relationships.
 To be the preferred group of
hotels for the discerning global
traveler
 They have established themselves as a
ecotel
 It is the largest ecotel in ASIA.
 They have awarded with the ecotel

certificate.
 To carry on business ,management and
marketing of Hotels ,resorts.
 To sell,serve and to distribute and to

manage and to market the manufacture

of,selling,serving and distribution of
comestible,eatables,victuals,meat,bread,bre
adstuff and all types of food stuff and
humanconsumables.
 To sell and serve and distribute and to
manage ,market ,selling ,serving and
distributing of softdrink,aerated
water,beverages,both natural and
artificial,fresh and canned vegetables and
meats,fresh and canned food stuffs ,fresh
and canned fruits.
 To carry on the business of travel,hirers of

motor,caterers for public.

 STRENGTH
Largest hotel chain in
Bangalore & SlowdownTHREAT
in economic
one of the recognized names in development
hospitality sector. of the country
Located at prime location, with Terrorism & Geo- political
easy tension
access to airport, railway station. Operation of hotel is associated
Presence across different price with risks in volatile property
categories helps wider customer market.
base Lack of proper infrastructure in
Presence of popular food & terms of shortage of water &
Beverage electricity
Small hotel
outlets. chains compare to
WEAKNESS Expansion of presence in
OPPORTUNITY
other
Focus on business clientele. other major
established player cities like Pune, Hyderabad,
Current presence only in one Jaipur
state. etc.
ROHL owns only one hotel in Robust growth for Hotel sector
Bangalore, other hotels are under in
lease agreement. India.
Any delay in execution of project Strong economic environment
may hamper future growth prevailing in the country.
 Subsitute
product

High in peak season

Limited
due to Higher
higher Competiti in
Bargaining competi on
Intense in metro metro Bargaining
power of tion, cities ,slow cities power of
supplier especial picking in due buyers
ly in the secondary cities to
metros. increasi
ng room
Low due to High capital supply
costs.

Potential new
entrants
 Focus business clientele.
 Combination of ownership and asset-light

strategy.
 Expanding presence to other major cities.
 Stand-alone profitability.
 Acquisitions and greenfield ventures.
 Strong value proposition.
 Low set-up cost.
 Presence across different categories of

Hotels.
 Locational advantage.
 Strong management team and motivated

workforce.
 Easy access to talented pool human

resource.
 Presence of popular food and beverages.
• 'Deluxe Room
• Executive Suite
• Club Prive Room
• Club Prive Suite

• Orchid Suite
• Presidential Suite
• Additional facilities
2. Rooftop Swimming Pool.
3. A top-of-the-world feeling,overlooking the
busy airport and the Mumbai skyline.
4. Fitness Centre.
5. Enjoy a brisk work-out at our state-of-the-
art fitness centre.
6. Complimentary Airport transfers.
7. A Travel desk for onward arrangement.
 Icon hospitality private limited.

 Royal orchid hyderabad ltd.

Photographs of facilities provided
Eco-friendly