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Table of Contents

Foreword from the President, FHRAI............................................................................................................ 1 HVS Hospitality Services................................................................................................................................ 2 ECOTEL............................................................................................................................................................ 4 Synopsis & Key Highlights of the Survey..................................................................................................... 5

Country Trends................................................................................................................................... 7 In The Focus......................................................................................................................................... 8 City Trends........................................................................................................................................... 12 Indian Hospitality In Sync with Nature....................................................................................... 19 1. 2. 3. 4. Indian Hotel Industry by Star Category............................................................................................... 22 Indian Hotel Industry Inventory and Chain Affiliation................................................................... 31

Indian Hotel Industry Seven Major Cities.......................................................................................... 39 Indian Hotel Industry Twelve Other Cities......................................................................................... 50

Hotel Analysis Worksheet................................................................................................................................ 61

Foreword
The Federation of Hotel & Restaurant Associations of India is pleased to present the thirteenth annual edition of the Indian Hotel Industry Survey, in cooperation with HVS Hospitality Services. This survey includes indepth information about the performance of hotels across various cities and positioning and provides several benchmarks for comparing hotel performance in India. We would like to thank the participating hotels for all the detailed information they have provided, therefore helping to improve the quality of this research. The Indian Hotel Industry Survey analyses the performance of the Indian hospitality industry across parameters such as facilities, manpower, operational performance and marketing trends. The information is based on data received from FHRAI hotel members and the authenticity of this data helps us in providing a clear picture of the operating statistics of India's hospitality sector. Data collected from our member hotels, our extensive historic database and the credibility of our research have helped make this report a preferred tool for hotel professionals, consultants, investors, bankers, researchers, government officials in the tourism department, media persons and all those interested in studying the Indian hotel industry. The current edition includes an analysis of seven major cities for which we have received detailed information and twelve other cities where information was available with us for some hotels, though not in sufficient numbers for all the star categories. We earnestly request all our members to be more forthcoming with sharing the required information as this helps us all. Therefore, while we have basic data for 1,200 members (an increase from the 1,168 responses received last year), the financial data is not available for all of them. We encourage feedback on the presentation and content of this report to enable us to improve it each year. We are thankful to HVS Hospitality Services for their continued support for this project as well as ECOTEL for having sponsored the current edition.

Ratan Marothia

President, FHRAI

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About HVS
HVS Hospitality Services is the world's leading consulting and services organization focused on the hotel, restaurant, shared ownership, gaming and leisure industries. Founded in 1980 in the United States by Stephen Rushmore, the company has 30 offices across the globe and more than 18,000 assignments to its credit. Hotel owners, operators, lenders, banks, and management companies all turn to HVS as the respected authority on hospitality. HVS New Delhi was established in 1997 and has risen to be the only dedicated hospitality-consulting firm in this region. It currently offers its consulting and valuation services to clients with interests in the South Asian Region covering India, Sri Lanka, Bangladesh, Pakistan and Nepal. The different verticals based on the services offered by the New Delhi Office are mentioned below: CONSULTING AND VALUATION The team comprises experienced and qualified hotel professionals undertaking feasibility studies, development strategies, valuations, market area analyses, market entry strategies, investment services, and operator search & management contract negotiations. HVS's database of hotel information, combined with broad insight and extensive experience, enables us to produce well-documented studies that contain fully supported value conclusions. Each report is customized to meet client requirements based on mutually agreed upon parameters. The HVS approach on hotel and real estate appraisal is widely used by hotel management companies, financial institutions, equity investors and developers of hotels in making investment decisions in the South Asian hospitality industry. EXECUTIVE SEARCH Executive Search, another vertical to the base of services offered, entered the Indian market in 2001 and manages diverse portfolios across varied sectors. HVS Executive Search has offices in New Delhi and Mumbai and is among South Asia's first retained Executive Search practices catering to the services sector. While hospitality continues to be an important area of focus, this division has carried out senior level searches in the real estate, financial services, retail and healthcare sectors. MARKETING AND COMMUNICATIONS Marketing Communications Services provides a specialized platform for its clients, creating executable marketing and communication road maps for improved business performance. Our services include PreOpening, Opening and Tactical Marketing Campaigns, Conceptualization, Strategic Advertising, Development and Implementation of Brand Architecture and Strategies, Creation and Management of CRM Strategies, F&B Marketing and Corporate Communications.

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7TH HOTEL INVESTMENT CONFERENCE - SOUTH ASIA

6 - 7th APRIL 2011, MUMBAI, INDIA www.hicsaconference.com

HICSA 2011

A confluence of hotel industry stakeholders, visions and ideas, industry news and networking, HICSA has successfully created an interactive platform in the South Asian region. For enquiries regarding the seventh annual investment conference HICSA 2011, please visit www.hicsaconference.com or send an email to HICSA@HVS.com

15 - 16 th DECEMBER 2010

The Hotel Operations Summit India would exclusively focus on hotel operations; HOSI aims to empower today's hospitality professional through enabling discussions on current hotel operational issues, sharing of industry best practices and providing access to international operational quality standards to its delegates. For more information please visit www.hosiconference.com or send an email to HOSI@HVS.com

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The ECOTEL Certification, managed by HVS, is our commitment to protect the environment. Our endeavour is to utilize our expertise in hospitality operations and make our partner hotels more environment friendly. Through the practical application of our knowledge and experience, we aim to enable operators in reducing their impact on the environment while functioning more efficiently and cost effectively. The ECOTEL certification is based on five areas of environmentalism including Energy, Solid Waste and Wa t e r m a n a g e m e n t t h r o u g h Environment Commitment and Employee Education and Community Involvement. These five areas, represented as globes, together encompass the entire g a m u t o f p e o p l e / s t a f f- d r i v e n operations and practices along with infrastructure that will make the hotel a sustainable operation. Our newly relaunched website will soon feature a reservation engine for guests to conveniently locate and book rooms across our hotels. For further details and information please visit our website at www.ecotelhotels.com or contact us at: Shamsher Singh Mann smann@hvs.com +919910736246 Harinakkshi Nair hnair@hvs.com +919820203036

Certification

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Synopsis and Key Highlights


Introduction The Indian hospitality industry has emerged as one of the key industries driving the growth of the services sector and, thereby, the Indian economy. The FHRAI Indian Hotel Survey 2010 aims to provide the most comprehensive guide to all India performance trends for this industry. Results of the Survey will empower industry stakeholders such as owners, investors, operators, business analysts and researchers with information on the operational aspects of the industry. It will help operators benchmark their performance and identify investment opportunities. Data Collection The data for the FHRAI Indian Hotel Survey 2010 Report has been contributed by the member hotels of FHRAI. The FHRAI sends out a questionnaire to each of its members (currently numbering 2,351 member hotels) which is then analysed and presented in this report. The data presented in the current edition is culled from 1,200 responses. Methodology The data received from hotels participating in the survey is sorted and filtered into a comprehensible structure. The data is then processed and analysed to extract important information pertaining to the performance of the Indian hospitality sector across crucial parameters. These parameters, such as guest segmentation, hotel finances, marketing, sources of reservations and seasonality, among others, are then presented under the following categories:
q

Star: Five-Star Deluxe, Five, Four, Three, Two and One-Star hotels along with Other hotels (which are not classified under any star ratings).

Inventory: Number of rooms in hotels are categorised as Less than 50 Rooms, 50-150 Rooms, and More Than 150 Rooms. Affiliation: The two types of affiliations used to categorise hotels are Affiliated to Chain and Independent.

Primary Markets: The seven major cities described in this report are Bengaluru, Chennai, Goa, Kolkata, Mumbai, New Delhi-NCR, and Pune.

Secondary Markets: Twelve secondary cities described in this report are Ahmedabad, Coimbatore, Hyderabad, Indore, Jaipur, Kochi, Madurai, Mysore, Shimla, Thiruvananthapuram, Udaipur and Vadodara.

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Qualifying Conditions
q

While it is our endeavour to represent all the cities in India, we are limited by the data received from the participating hotels. In order to make the study relevant, we present data for only those categories for which we have a minimum of four participating hotels. Hotels across different categories showing similar characteristics have been combined under the same category.

To facilitate better evaluation of data across comparable groups, the financial statements are presented up to Net Income, before any deduction of depreciation and interest, which are hotel/owner specific.

Limiting Condition
q

In some cases, there are large fluctuations in the data and this noise in the data may be attributed to the changing participation in the survey and may not be an accurate representation of market performance.

Presentation of Financial Data


q

Percentage of Revenue: is an assessment of costs as a percentage of revenue. Departmental expenses are portions of individual revenue heads while Operating and Fixed Expenses are deducted from Gross Hotel Revenue following the international accounting guidelines.

Amount per Available Room (PAR): is the financial performance of a single room and is based on the total inventory.

Amount per Occupied Room (POR): is the performance of a single occupied room.

All amounts presented in this report have been rounded to the nearest whole number and are in Indian rupees (`) for the fiscal year 2009-10 (April-March). In the financial statements, rupee amounts are provided as amounts per available room (PAR) and per occupied room (POR) in order to eliminate differences in the size of hotels surveyed.

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Key Trends
This section is divided in three parts: Country Trends, In the Focus, and City Trends. In the first subsection, we provide an overview of the broad trends which have been observed in the country in the past year. The second subsection highlights the trends related to revenue and income generation, and presents the survey findings related to Key Operating Statistics. This is followed by the City Trends, which reflect HVS' perception for each city, as well as our expectations with regard to its performance in the current year (2010-11).

Country Trends
q

Overall Performance: In the first half of the year 2009-10, the Indian hotel industry felt the effects of the global financial crisis, coupled with the Mumbai terror attack, which took place in the previous year. With most organisations curbing expenses related to travel and entertainment, the hotel industry suffered from a decrease in commercial travel and decline in revenues from meetings and conferences as well as corporate events and get-togethers. However, towards the end of the year, strong domestic demand, coupled with increased global confidence in the business environment in India helped in improving occupancies and average rates. Overall, the average occupancy across India declined by approximately -3%, with some cities witnessing declines of up to -15%, reflecting decreased travel by corporations, re-negotiation of corporate contracts, and decreased leisure travel. However, the average rates witnessed an increase of approximately 8%. The increase in departmental and fixed expenses as a percentage of revenue, coupled with a decrease in top-lines lead to a decline in net income percentages of approximately 11% in 2009-10 over 2008-09. The PAR increase in property operations and maintenance costs, along with the POR increase in food and beverage expenses is responsible for the reduction in bottom lines.

Increasing use of Technology: The hotel industry is making use of new technology in almost every function and department to increase efficiency and standardise operations. From using the hotel website as a forum for marketing and communicating with customers to designing customised revenue management solutions for hotel chains, technology is being used to provide better service and connect with the customer. Enhanced database management systems and customer relationship management systems, whether used in-house or outsourced, help to monitor guest preferences in an era when it is becoming imperative to differentiate a hotel product from the others. Customised systems and software are being designed for support departments, such as Human Resources. Hotel chains are using sophisticated software to monitor staff performance, manage turnover, and to facilitate career planning of hotel employees. Energy saving and monitoring systems are another example of introducing efficiency in operations and reducing costs with the help of technology.

Manpower Management: The hotel industry in India is at a turning point, where it is witnessing an influx of international and domestic branded hotels, along with a renewed interest by investors. One of the biggest challenges of this service industry, where the customer pays for much more than only the tangible product offerings, is managing manpower. The challenges faced in managing the manpower include increasing payrolls and compensation, high levels of attrition with the addition of new hospitality products in the market space and attrition to other service industries such as retail and travel firms, and frequent need for employee training in order to maintain service standards. Although manpower remains an issue due to the limited number of quality hotel-education institutions in the country, the problems related to training and attrition can be addressed by designing effective careerplanning programs for the employees within the property or in the same hotel chain and using programs such as cross training and mentoring, which empower the employees. Looking at nontraditional sources of hiring such as physically challenged employees, non-profit organizations, and local rural communities can also help in retention and reduction of payroll expenditure. Additionally, industry reports such as the 2010 HCE India Salary and Benefits Report, published by HVS, can be used

to benchmark compensation of employees at different hierarchical levels.


q

Domestic Traveller: In the previous year's report, we had highlighted the growing importance of the domestic traveller, who with increased spending propensity continues to support the hotel industry in India. The increase in both commercial and leisure travel by the domestic traveller enabled growth in some cities despite the effects of the global economic downturn. In 2009, the country witnessed an inflow of approximately 650 million domestic tourist arrivals, compared to only about 5 million foreign tourist arrivals. Hotels across the country are noticing the rise of the educated and ever-expanding Indian middle class; although this segment is price sensitive and demands value for money, they are expecting better service standards and quality as they continue to travel to foreign destinations and compare the domestic products to the international ones. The domestic traveller cannot be ignored today by any domestic or international hotel and hotel chain, and we expect them to drive demand for hotels in the near future. Outsourcing: With the rising operating and manpower costs in hotels, several hotel managers and operators have opted for outsourcing services such as laundry, housekeeping, and food and beverage outlets. The reasons for choosing outsourcing range from saving costs (especially for small properties where the inventory does not permit efficiencies of scale) to decreased financial risk when the services are operated on a profit-sharing basis. Sometimes, bringing in a specialist on the property such as a known food and beverage outlet brand can also become the unique selling point of the hotel and help in marketing the property. The most commonly outsourced services include laundry services and food and beverage outlets; however, with the entrance of facilities management companies such as Aramark in the hotel industry, even housekeeping services are being outsourced. Although outsourcing can be a convenient option to decrease costs and increase efficiencies in operation, it is necessary to gauge the risk of minimised control over operations, which might affect customer satisfaction.

Hotel Rooms: As the industry matures and witnesses increased competition from international hotel brands, the hotel room has evolved from being only a place to sleep to trying to offer a space that the guest can make their own and remember for future stays. Some trends that we have noticed in the evolution of hotel rooms are highlighted below: o Use of simplified, modular design for rooms and spaces with a focus on straight lines, pastel colours, and personalised, homely spaces. Introduction of women-only floors and increased security measures for women travellers such as video-phones. Increased focus on in-room technology which includes having more plug-points around the bed and the work/study area, availability of international adapters and different plug-points, and including in-room amenities such as i-pod docking stations, light controls near the bed, and individual temperature controls in rooms and bathrooms.

In the Focus
Revenues and Incomes We have always maintained that the hospitality industry is cyclical in nature, experiencing a certain amount of lag time to respond to economic fluctuations. In the past five years, the hotel industry has witnessed numerous ups and downs. While industry performance started to improve in 2005-06 and reached its peak in 2007-08, the years 2008-09 and 2009-10 witnessed turbulent times, given the international economic conditions and local disturbances. The occupancies continued to decline in the year 2009-10 over 2008-09; however, the average rates saw a marginal increase. The overall revenues and Net Incomes decreased over the

last year across all hotel classifications. We believe that the last quarter of 2009-10 already started showing signs of recovery, with improving occupancies and average rates; we expect the industry to witness recovery in the coming two years, with continued improvement in hotel industry performance across the country. Exhibit 1: Revenue and Net Income
2,000 Revenu and Net Income (`, 000s) 1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 2005 -06 2006- 07 2007- 08 Net Income 2008-09 2009-10 20.0% 15.0% 10.0% 5.0% 0.0% 45.0% 40.0% 35.0%

25.0%

Revenue

Net Income %

Exhibit 2: Hotel Occupancy and Average Rate


5,500 5,000
Average Rate ( ` '000s)

70.0% 68.0% 66.0% 64.0% 62.0% 60.0% 58.0% 56.0% 2005-06 2006- 07 2007- 08 2008- 09 Occupancy 2009-10
Occupancy ( % )

4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000

Average Rate

Exhibit 1 above illustrates the trends in revenue and net income over the past five years. In 2009-10, while the revenues declined by 5% over the past year, the net income for hotels declined by -15%. This may be attributed to the high fixed costs incurred by hotels and also an increase in other costs such as Energy and Property Operations and Maintenance. Exhibit 2 confirms the earlier-mentioned observation of a decline in hotel occupancies and an increase in average rates, signalling the beginning of the recovery phase, which is expected to continue in the coming one to two years.

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Net Income (%)

30.0%

Distribution of Revenues
Exhibit 3: Distribution of Revenue (2005-06 to 2009-10)

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

8%

6% 34%

5% 33%

5% 34%

6%

35%

38%

57%

60%

61%

60%

57%

2005 - 06

2006 - 07

2007 - 08

2008 - 09

2009 - 10

Rooms

F&B and Banquets

Other

Exhibit 3 illustrates that in 2009-10, the percentage of revenue from Food & Beverage and Banquets increased significantly as a percentage of revenue. This could be attributed to the overall decline in room revenues in 2009-10, and also to the increase in meetings and social events being held in hotels, due to increased consumer spending by domestic customers. In our previous reports, we have highlighted the opportunities for F&B and Banquets in India, and these revenues continue to support top lines since they are not largely dependent on international conditions. We also note an increase across all departmental expenses, when calculated as a percentage of the respective departmental revenues in 2009-10. This could be attributed to rising inflationary pressures on the cost of food products, other consumables, and even other items required for hotel operations.

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TABLE 1: Trends in Key Operating Statistics

COMPOSITION Number of responses: 64 15,459 66.9% 3,742 Percentage of Revenue 59.7% 25.6 8.5 0.8 2.9 2.6 100.0 14.7 57.7 90.7 56.6 15.6 31.2 68.8 7.0 2.1 3.0 0.4 5.4 7.8 25.8 43.1 0.7 0.6 1.4 1.4 4.1 39.0% 0.6 0.3 0.9 1.2 3.0 41.9% 0.6 0.3 1.1 1.3 3.4 37.9% 0.8 0.4 1.4 1.0 3.5 33.8% 15,711 6,371 25,507 14,685 62,273 487,241 10,520 8,256 21,831 20,670 61,277 590,721 7.4 2.5 2.9 0.4 4.9 7.3 25.4 45.0 8.7 2.7 2.7 0.5 5.4 8.5 28.5 41.2 9.1 2.6 2.6 0.5 5.7 8.9 29.4 37.4 97,729 33,980 39,050 7,218 68,511 116,577 363,065 549,514 105,894 31,288 45,620 6,588 81,778 118,763 389,932 651,998 138,316 45,572 54,727 8,074 90,665 135,077 472,431 837,642 11,217 5,933 17,027 22,464 56,640 781,001 141,121 44,133 44,439 8,496 87,780 138,749 464,717 671,396 10,031 4,522 18,365 21,784 54,702 616,694 16.1 51.7 109.1 60.5 15.0 29.7 70.3 14.8 55.3 79.7 70.3 9.7 30.3 69.8 17.1 56.1 90.2 65.5 8.7 33.3 66.7 119,959 265,815 9,497 23,085 2,627 420,984 912,580 132,661 297,860 11,058 24,390 6,113 472,082 1,041,930 183,116 322,623 11,907 29,233 6,002 552,881 1,310,070 146,192 310,165 7,291 25,554 3,553 492,755 1,136,110 149,683 325,793 7,776 28,555 3,285 515,092 1,032,645 140,057 40,243 39,920 7,795 88,550 138,097 454,661 577,985 11,819 5,355 21,935 15,392 54,500 523,484 506 1,122 40 97 11 1,777 3,853 413 143 165 30 289 492 1,533 2,320 66 27 108 62 263 2,057 61.2% 25.4 8.1 0.6 2.6 2.1 100.0 60.5% 25.9 8.6 0.6 2.2 2.3 100.0 56.7% 28.7 8.9 0.6 2.8 2.5 100.0 764,321 343,191 125,309 27,652 40,532 32,557 1,333,560 903,228 387,728 128,696 12,192 43,077 39,092 1,514,010 1,140,130 472,834 150,827 10,919 48,325 39,921 1,862,950 985,310 417,248 144,054 9,154 36,360 36,743 1,628,870 876,919 443,367 137,353 8,618 43,594 37,885 1,547,737 3,227 1,449 529 117 171 137 5,630 Amount Per Available Room ` ) 68 16,732 69.4% 4,605 69 15,143 63.1% 4,487 72 15,174 59.9% 4,149 66 15,549 64.1% 3,227 64 15,459 66.9% 3,742 68 16,732 69.4% 4,605 69 15,143 63.1% 4,487 72 15,174 59.9% 4,149 66 15,549 64.1% 3,227 64 15,459 66.9% 3,742 68 16,732 69.4% 4,605

2005-06 All India Average 484 69 15,143 63.1% 4,487

2006-07 All India Average 488

2007-08 All India Average 453

2008-09 All India Average 474

2009-10 All India Average 526

2005-06 All India Average 484

2006-07 All India Average 488

2007-08 All India Average 453

2008-09 All India Average 474

2009-10 All India Average 526

2005-06 All India Average 484

2006-07 All India Average 488

2007-08 All India Average 453

2008-09 All India Average 474

2009-10 All India Average 526 72 15,174 59.9% 4,149

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel ( ` ):

66 15,549 64.1% 3,227

Amount Per Occupied Room( ` ) 3,742 1,606 533 51 178 162 6,272 550 1,234 46 101 25 1,956 4,316 439 130 189 27 339 492 1,615 2,701 44 34 90 86 254 2,447 4,605 1,910 609 44 195 161 7,525 740 1,303 48 118 24 2,233 5,292 559 184 221 33 366 546 1,908 3,384 45 24 69 91 229 3,155 4,487 1,900 656 42 166 167 7,418 666 1,412 33 116 16 2,244 5,174 643 201 202 39 400 632 2,116 3,058 46 21 84 99 249 2,808 4,149 2,098 650 41 206 179 7,322 708 1,541 37 135 16 2,437 4,885 663 190 189 37 419 653 2,151 2,734 56 25 104 73 258 2,477

57.3% 25.7 9.4 2.1 3.0 2.4 100.0

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REVENUE Rooms Food & Beverage Banquets & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME OPERATING EXPENSES Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT

15.7 56.7 34.3 57.0 8.1 31.6 68.4

7.3 2.6 2.9 0.5 5.1 8.7 27.2 41.2

FIXED EXPENSES Property Taxes Insurance Other Fixed Expenses Rent Total NET INCOME**

1.2 0.5 1.9 1.1 4.7 36.5%

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

City Trends
The hotel industry suffered in 2008-09 and 2009-10, with erosion of occupancy and rates in most major markets, as a result of decreased travel by corporations, slowdown in the global economic growth, and the terror attack in Mumbai. However, the last quarter of 2009-10 begun to show signs of recovery, with positive business sentiment and increased investor confidence in the country. With renewed interest in India as an emerging market, we expect to see launch of new projects, expansion of existing business units, and a revival in commercial travel in the next two years. The government's focus on infrastructure development, coupled with the above trends, will help in reviving the hotel industry in the coming years. It should be noted that the country average is not representative of the trends seen in certain key hotel markets in India as it includes the results of lower star category hotels across several cities which, comparatively, have a more restrained operating environment. Table 2 illustrates average occupancy and rate for 32 cities/regions across the country over the last five years, which is followed by HVS' viewpoint on the demand-supply scenario and performance of the 19 identified hotel markets based on in-house research.

TABLE 2: Average Occupancy and Average Room Rate: 32 Cities/Regions in India


City All India Agra Ahmedabad Aurangabad Bengaluru Bhopal Chandigarh Chennai Coimbatore Darjeeling Goa Hyderabad Indore Jaipur Jodhpur Kochi Kolkata Kullu-Manali Lucknow Mount Abu Mumbai Mussoorie Mysore Nagpur New Delhi - NCR Pune Raipur Shimla Thiruvananthapuram Ootacamund Udaipur Vadodara Visakhapatnam Occupancy 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 64.1% 60.7% 68.9% 43.2% 71.7% 65.8% 88.7% 78.0% 79.7% 50.1% 66.7% 80.2% 64.9% 60.2% 45.1% 65.9% 65.0% 48.0% 75.0% 52.7% 75.8% 55.0% 60.9% 71.0% 74.8% 77.3% 74.1% 45.2% 57.6% 50.3% 55.3% 70.0% 77.2% 66.8% 58.9% 69.6% 52.9% 67.9% 74.7% 88.7% 78.7% 72.9% 56.3% 71.3% 71.6% 69.8% 69.2% 50.7% 75.4% 75.6% 46.9% 70.8% 56.6% 79.2% 50.9% 46.4% 69.4% 82.2% 80.7% 74.1% 52.2% 62.4% 48.5% 57.8% 71.9% 71.4% 69.3% 62.8% 74.9% ID 73.1% 70.3% 79.6% 77.4% 77.8% 57.8% 70.1% 63.7% 72.9% 63.0% 53.6% 75.2% 72.5% 48.1% 71.6% 57.0% 80.1% ID 66.3% ID 78.0% 76.5% 52.7% 64.6% 65.1% 58.3% 58.2% ID 75.9% 63.1% 54.8% 63.7% 56.5% 56.5% 72.2% 79.6% 64.6% 72.1% ID 61.7% 56.3% 68.7% 61.4% 51.0% 67.4% 69.6% 50.9% 63.0% 69.4% 71.2% 48.0% 67.7% ID 64.8% 65.5% 64.3% 52.7% 57.9% 58.1% 51.6% 77.9% 69.0% 61.3% 57.0% 65.7% 57.9% 52.6% 66.1% 69.1% 65.6% 75.5% 47.2% 63.1% 58.8% 65.2% 57.7% 43.2% 64.4% 64.5% ID 58.7% 67.5% 67.2% 45.9% 67.7% 61.5% 64.6% 53.2% 39.0% 48.0% 55.3% ID 47.0% 65.6% 62.1% 2005-2006 3,227 2,389 2,572 1,837 6,534 1,604 1,103 3,080 2,311 1,912 3,994 4,305 773 2,220 1,679 1,247 2,668 1,585 2,060 1,338 4,615 656 1,249 1,307 6,699 2,621 2,550 813 1,665 1,690 3,580 2,085 1,686 Average Room Rate( ` ) 2006-2007 2007-2008 2008-2009 3,741 2,361 2,108 2,160 8,519 2,028 1,103 3,340 2,322 2,090 4,515 4,660 992 2,743 4,066 1,237 3,567 2,334 1,988 1,558 4,996 1,454 3,300 1,144 7,459 3,232 2,550 1,554 3,959 1,527 3,700 1,730 2,495 4,556 3,307 4,138 ID 9,679 2,647 4,057 3,076 2,634 1,719 4,368 5,643 1,486 5,460 5,468 1,486 5,138 1,688 2,208 1,825 6,665 ID 1,254 ID 9,728 4,927 1,055 1,033 2,221 1,258 6,320 ID 3,169 4,487 4,211 4,039 2,289 9,757 2,639 3,716 4,678 3,255 ID 5,378 4,730 1,933 4,472 3,964 2,062 5,342 3,716 2,491 1,823 6,822 4,099 2,340 ID 6,087 4,951 1,087 1,766 1,570 1,956 7,319 2,779 3,687 2009-2010 4,842 2,482 3,367 2,850 6,766 3,110 4,780 4,083 3,236 3,193 4,757 5,137 1,814 4,059 4,552 2,806 4,880 ID 5,109 2,159 5,833 6,078 2,637 3,132 6,985 3,921 1,521 1,790 1,422 ID 3,543 4,360 2,809

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Seven Major Cities


Bengaluru
Bengaluru witnessed a sharp correction in average rates of approximately -31% in 2009-10 over the previous year, following the drop in occupancies in 2008-09 and 2009-10. The major portion of demand for Bengaluru is comprised of the commercial segment; therefore, it suffered both from the decrease in travel expenses by corporations and building of guest-houses by large companies to house their employees for an extended period of time. Bengaluru is currently divided into three micro-markets: the Central Business District (CBD), the Whitefield area and the Electronic City area. While the CBD comprises mostly first class/luxury hotels that cater to midmanagement or higher corporate clients, Electronic City and Whitefield largely consists of mid-market to budget hotels with the exception of a few first class hotels. The city is expected to further segregate into two more micro-markets: the Northern (Devanhalli) and Western (Yashwantpur) markets. Going forward, we anticipate a strong pickup in demand due to existing companies becoming more active and due to a number of companies moving into Bengaluru. However, there is an ample amount of new supply entering the market in the next three to four years and this is bound to put downward pressure on most hotels' performances. The new convention centre being developed near the international airport has recently run into some trouble and therefore will be delayed, leading to a decline in the anticipated MICE demand.

Chennai
Similar to most major cities, Chennai also witnessed significant rate corrections (-12.7%) in 2009-10, following the declining occupancies in 2008-09. However, the city-wide occupancy increased by approximately 2% over the last year, owing to improved performance in the last quarter of 2009-10. Although the hotels witnessed a decline in demand from the IT/ITeS industry concentrated on the OMR, the fast-developing industrial regions of Sriperumbudur, Ambattur, and Egmore helped in sustaining occupancies. The delay in hotel openings of large hotel projects also helped in maintaining stable occupancy levels. The diverse nature of demand in Chennai, comprising of IT/ITeS, automotive industry, as well as other manufacturing industries located in Sriperumbudur will sustain the growth in demand going forward. The expansion of existing manufacturing facilities and setting up of new plants is responsible for attracting extended-stay demand to the city, and is also responsible for travel by foreign corporate guests with high paying propensity. However, a significant increase in supply of branded hotels with sizeable inventories, especially in the upscale and luxury segments, will put downward pressure on occupancies and rates.

Goa
The growing attractiveness of Goa as a leisure destination helped the region in achieving a growth in occupancies of approximately 3% in 2009-10 over 2008-09. The Five-Star Deluxe and Five-Star categories of hotels witnessed occupancies over 70%. The increased interest in the destination by the domestic travellers helped sustain demand for the area; however, given the shift in demand from foreign to domestic tourists, and the effects of the economic slowdown on foreign feeder markets, the average rates declined by approximately -12%. Improved air connectivity with other Indian cities has further helped increase the traffic of tourists into the area. Given the difficulty in obtaining approvals and licenses, the state continues to have high barriers to entry for new hotel projects. This has prevented an influx of new hotel supply witnessed in several cities across the country. In the future, we expect the state to become an all-year-round destination from a seasonal Page 13

destination, given the increase in domestic tourists. Also, a significant increase in MICE travel is expected with the opening of the Grand Hyatt hotel and convention center.

Kolkata
Following last year's downward trend in occupancies and average rates, Kolkata witnessed a decline in occupancy and average rates of -7.4% and -8.7% respectively. However, the city saw the lowest decline in average rates across the seven major cities. This may be attributed to that fact that Kolkata is a relatively stable market with a small base of existing hotel rooms that has not witnessed significant fluctuations in hotel room rates in the past few years. Kolkata is expected to see significant commercial and subsequently economic development in the near future. Peripheral areas of the city such as Salt Lake, EM Bypass and Rajarhat are anticipated to be the key growth areas going forward. However, poor civic infrastructure, and a state administration that is generally viewed as lethargic, has limited the pace of development and growth in the city. Nevertheless, despite the slow pace of growth, the overall outlook for Kolkata remains positive owing to an increase in commercial activity in the city and new developing micro-markets such as Rajarhat and EM Bypass. Overall, Kolkata is a relatively stable market and is not expected to see significant growth in average rates or occupancies in the short to medium term.

Mumbai
While the terrorist attacks in Mumbai had only a short-term impact on the performance of the local hotel market, the impact of the economic downturn was more pronounced. Average rates, which had exhibited strong increases in recent years during periods of strong economic growth, saw significant declines as companies sharply cut back on business travel. Additional increases in supply and subsequent declines in marketwide occupancy levels further led to average rate declines as hotels sacrificed rates to attract ratesensitive demand and maximize occupancy levels. The city witnessed an occupancy decline of 5.7% coupled with a drop in average rate of 14.5% in 2009-10. The future outlook for Mumbai remains positive; being the financial hub of the country, it will continue to attract commercial demand from the services sector, comprising financial services, consulting, insurance, and banking companies. Companies in the city are increasingly looking towards North Mumbai to set up operations or expand their presence in the city due to its central location, proximity to the airport, improving infrastructure, proximity to the main residential areas of the city, and most importantly, more affordable commercial rents as compared to South Mumbai. The stress on improving infrastructure in the city, with the projects such as the Metro Rail Project and Mumbai's International Airport, will help make Mumbai a more attractive destination.

New Delhi-National Capital Region (NCR)


The NCR is the only major city to have experienced a growth in average rates. According to the survey, the city recorded a 14% growth in average rates. However, this is contrary to HVS findings of occupancy and average rate erosion in the year 2009-10. The difference in the survey findings can be attributed to the large amount of responses received from Noida and Gurgaon, which are areas that continued to grow and recovered faster than the main Delhi hotels. Over the years, Gurgaon and Noida within NCR have emerged as independent micro-markets. Gurgaon has historically witnessed high commercial demand, and we expect the trend to continue given the opening of several company branch offices in Gurgaon, and even movement of companies from Delhi due to availability of larger spaces at comparatively lower rents. Going forward, it is expected to witness growth in demand from the MICE segment.

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In the current year (2010-11), the NCR is witnessing a strong recovery, with growth in demand coupled with improved infrastructure. The focus on infrastructure development, with the expansion of the Delhi Metro, construction of intra-city roads, as well as the development of the new International Terminal (T3) , for the Common Wealth Games (CWG), have helped in making the city more attractive for both investors and travellers. However, the delay in several hotel projects which were to be launched for the CWG are expected to enter the market in the near future, therefore putting downward pressure on average rates.

Pune
As per our indications in the previous report, Pune suffered significant declines in occupancies and average rates, with occupancies declining by -18.8% and average rates falling by -20.8%. New supply which came in 2008-09 and 2009-10, coupled with sluggish increase in demand is responsible for the poor performance of the city. Pune has witnessed the development of micro-markets such as Hinjewadi, Chakan, Ranjangaon, and Talegaon. In the next two to three years we expect demand from the micro-markets in peripheral locations to outpace the estimated growth in the central business districts. Going forward, the city is still expected to see a large influx of supply in each micro-market, and we expect different growth rates for each micro-market. Overall, Pune is expected to recover to stable performance levels in the next three to four years.

Twelve Other Cities


Ahmedabad
Ahmedabad, the largest city in Gujarat, is divided by Sabarmati River into two physically distinct eastern and western regions. The eastern bank of the river houses the old city, characterized by packed bazaars, clustered shanty buildings and numerous places of worship. The western bank of the river has developed into the new Ahmedabad. Educational institutions, planned residential areas, shopping malls, multiplexes, as well as the business districts of Ashram Road, CG Road and the newly developing S G Highway represent modern-day Ahmedabad. Although Ahmedabad is considered a business friendly destination with transparent government policies, some projects such as the Gujarat International Financial Tec-City (GIFT) and the Sabarmati Riverfront Development Project have encountered delays owing to the economic slowdown. The Ahmedabad hotel market witnessed a significant growth in new supply in 2009-10. Despite the tremendous growth in supply, HVS research reveals that the city witnessed only a -7% decline in overall occupancies. (The Indian Hotel Survey results show an increase of 3% in citywide occupancies; the large number of responses from unbranded hotels might be responsible for the difference in results). The strong demand growth in the market was able to support the new supply entering the market, and we expect this trend to continue in the near future. However, the new entrants in the market have undertaken aggressive pricing strategies, which lead to a decline in average rates of -16.6%. The city is expected to witness a sizeable amount of new supply in the near future; therefore, we expect the rates to be depressed in the short term.

Coimbatore
Coimbatore is known for its textile factories, engineering firms, specialized health care facilities, and educational institutions. Coimbatore and the neighbouring town of Tirupur are known globally as a centre for high-quality textile manufacturing units. Coimbatore is also a well-established centre for manufacture of auto components, wet grinders and electric pumps. In recent years, the government has been promoting the city as a hub for software development by encouraging the development of IT parks in and around the city. Coimbatore has a small base of hotel rooms, positioned mostly in the mid market and budget segments. A significant amount of new supply is proposed to enter the market in the next few years; this supply consists of two branded upscale and three mid market hotels of sizeable inventories. Although historically Coimbatore has been a stable market, the market dynamics is expected to change with the addition of branded supply. The

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market occupancies and average rates are expected to see a marginal correction in the next two to three years but overall we anticipate steady growth for the city.

Hyderabad
Hyderabad has traditionally been a major centre for the IT and ITeS sectors. However, with the recent economic downturn, these sectors saw declines while new sectors such as finance and biotechnology have become more active in Hyderabad. Until the downturn, Hyderabad saw significant levels of economic development in the form of a new international airport, extensive improvements in road infrastructure, and announcements of new industrial parks and SEZs proposed for development across the city, especially in Gachibowli, HITEC City, and Shamshabad. Many of the proposed developments were put on hold due to the economic downturn, which impacted the hotel market in Hyderabad. The political standoff over the Telangana issue also had a negative impact on hotel demand in the city. While demand started recovering in Hyderabad since late 2009, the hotel market has also seen significant increases in supply, which has had a negative impact on marketwide occupancy and average rates. However, with a continued focus on economic development by planning authorities, the high level of optimism among companies based in the city, and assuming there is a timely resolution to the Telangana issue, Hyderabad's lodging market is expected to see improvements in the future.

Indore
Indore, the capital of Madhya Pradesh, has historically been known for textile production and domestic trade. The city is now becoming a key manufacturing centre for automobile units like Force Motors, Bajaj Tempo and Eicher Motors. Other demand generators in the city include Pharmaceutical and IT and ITeS units. The major industrial developments are concentrated in Pithampura and Dewas, located on the outskirts of the city. The hotel market consists of budget and mid market hotels, and has shown stable performance in the past five years. Going forward, we expect the addition of medium sized budget and mid market branded hotels. With the expansion and development of automobile units and the development of multi-use SEZs in the city, we expect stable performance in the next few years.

Jaipur
Jaipur, situated en-route the Golden triangle of Delhi, Agra, and Jaipur, has established itself as a leisure destination. The city has benefited from its location on the National Highway-8 which, apart from linking it to the abovementioned cities, also links to other regions of importance such as Udaipur, Surat and Vadodara. All these regions provide the city with significant room night demand that is consistent all throughout the year. Additionally, the city's close proximity to Delhi provides for weekend demand in the form of day use leisure travel apart from being host to several large and small conferences. Jaipur witnessed a decline in foreign tourists in 2009-10, given the effects of the economic slowdown. According to the survey, the city witnessed a decline in occupancy and average rates of -6.1% and -9.2% respectively. The shift in demand from foreign to domestic leisure travel was partly responsible for the decline in average rates. The city has witnessed a significant growth in supply in the upscale segment; and still has a pipeline of supply in the same category for the next few years. We expect the entrance of new hotel supply to exert downward pressure on occupancy and rates in the near future.

Kochi
Kochi is the commercial and financial center of Kerala and is an important center for spice trade. The state

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government has recently developed a new International Container Transshipment facility and this is expected to see the city grow into an international sea port. Although the major portion of demand for hotel accommodation is comprised of the commercial segment, Kochi caters to large MICE and Individual Leisure demand. The Kochi International airport is also a gateway to other leisure destinations in Kerala, such as Munnar and Thekkady. The Kochi hotel market has witnessed a trend of declining occupancies in the past two years, even though the average rates have seen a marginal increase. The new supply entering the market coupled with the demandsupply imbalance is responsible for this trend. In the future, apart from leisure demand, we expect the meeting and conferences to contribute a significant share of demand for the market. However, the high cost of air transportation may provide competition from other cities which are better connected to important source markets for MICE demand. With the recent announcement of a Kochi Franchise in the cricket tournament, the Indian Premier League (IPL), the city can expect some additional room night demand.

Madurai
Madurai, the second-largest city in Tamil Nadu, is built around the historic Meenakshi Temple. The city attracts a significant amount of tourists who visit for religious reasons. It also serves as a gateway destination for travel to coastal cities of Rameshwaram and Kanyakumari. The central business district (CBD), located on the south banks of the Vaigai River, houses corporate offices of some textile manufacturing companies, automotive manufacturers and trading firms, which are located mostly in the Tallakulam and Pazahanganatham areas of the city. Several banks and government offices located near the Meenakshi Temple generate commercial demand for hotels in the city. The city continues to offer opportunities for new industrial development north of Vaigai River. Madurai has been a stable market with a small inventory of mid market and budget segments. With its consistent mix of Commercial and Leisure demand, we expect the Madurai hotel market to perform steadily in the long term, with proposed hotel supply putting no pressure on occupancy and rates in the short term.

Mysore
Mysore is a popular tourist destination, receiving over two million visitors annually. The Karnataka government is taking initiatives to promote heritage tourism in Mysore and the city aims to target five million visitors annually by 2020. Other factors that make Mysore a key tourist destination are a good geographical location in close proximity to Bangalore, and excellent climatic conditions. Well-planned investments in the city's infrastructure (such as roads and the airport) and industries (establishment of a number of corporations, SEZ activity), are expected to further catalyse Mysore's position from a purely tourism driven city to a commercial one. Currently, the hotel market consists largely of small, unbranded hotels in the budget and mid market segments. Going forward, we expect the addition of branded, medium sized mid market hotels. Though the Mysore market is weak at present, it is expected to grow in the near future. Several factors will help facilitate the growth in the market such as the Bangalore-Mysore Infrastructure Corridor, planned commercial developments, growth in tourism and improved operations of the airport. The commencement of the airport at Mandakalli is expected to stimulate the development of a peripheral area and we expect it to emerge as a major demand generator in the long run.

Shimla
Shimla is a popular destination for domestic leisure travel, and has historically witnessed strong demand from NCR, Punjab, Uttar Pradesh and Haryana. However, the increased spending propensity of travellers and the development of several competing leisure destinations have affected the prominence of Shimla as a domestic

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leisure destination. The rates in the city remained relatively stable since it is sustained by domestic demand; however, the occupancies fell by -8.8% over the previous year. The neglect by the administration in preserving the flora and fauna in the area as well as over-development in the area is hampering the overall growth and sustainability of the destination.

Thiruvananthapuram
Unlike other cities in Kerala, leisure travel to Thiruvananthapuram city is limited and the demand for hotel accommodation is mostly from the commercial and government segment. Kovalam, located only 16 kilometers south of Thiruvananthapuram, has several quality hotels and resorts with private beach access and predominantly caters to leisure demand in the region. Thiruvananthapuram has witnessed a decline in occupancy and rates in the past two years, primarily due to the absence of new commercial developments. Lack of new demand generators or expansion of existing commercial facilities has led to minimal change in overall demand for the city hotels. Although the government is trying to encourage growth of the IT and ITeS sector with expansion of the Technopark campus, these developments have been slow in taking shape and are not helping in generating new demand for the city hotels. With no significant increase in demand and supply, the hotel market is the city expected to be stagnant over the next few years.

Udaipur
Udaipur is a well-known tourism destination, and receives a significant number of domestic and international tourists. It has historically been one of the best performing leisure destinations in the country with hotels attracting high average rates. Along with its surrounding areas, the city features many attractions namely its forts, palaces, architecture, heritage, and culture. The city's location on the NH-8, which connects the city to Delhi via Jaipur in the north of India and Mumbai via Ahmedabad in the west, acts as an advantage. Udaipur is a seasonal tourism destination, witnessing a peak season from September to March. The city, comprising primarily of heritage properties, has seen stable performance in the past five years, with steady increases in average rates. However, in 2009-10, owing to the decline in foreign tourists, the city witnessed a decline in both occupancies and average rates. The hotel market looks stable in the medium to long term.

Vadodara
Vadodara (formerly Baroda) is situated between Surat and Ahmedabad and is considered to be the gateway to the 'Golden Corridor' a chemical industrial zone that runs from Mehsana to Vapi. Vadodara has also benefitted from the development of the neighbouring district, Baruch, especially with Dahej (a port town in Baruch) being identified as the Petroleum, Chemical and Petrochemicals Investment Region. Historically, hotels in Vadodara depended on demand from public sector companies to a great extent, comprising middle or junior management level employees. More recently, the rising economic activity has led to more white-collared visitors to the city. Demand for hotel accommodation has seen a steady increase with the exception of 2008-09, where it dipped marginally due to the global economic slowdown. The average rates have also witnessed a steady increase over the recent years; this trend is expected to continue, provided the proposed supply enters the market in a phased manner with optimum inventory. Lack of quality hotel accommodation at convenient locations has discouraged senior employees from staying in the city for a longer duration. This phenomenon has also led to the development of corporate guesthouses and rented apartments. We expect the demand for hotel accommodation to further pick up in the future, especially in the commercial and extended stay segment, as the city continues to experience growth with several SEZs being sanctioned in the region.

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INDIAN HOSPITALITY IN SYNC WITH NATURE


Few subjects have been able to draw the type of focused attention in recent years that the subject of sustainable development has. Now, more than perhaps ever before, there appears to be a clear consensus among the various stakeholders in our global society be they our governments, civic administrations, international banks and partnerships, or industry at large that yes, our way of life is putting an increasing burden on the planet, and that this concern is too important to not be adequately addressed. Dialogue, discussion and policy framework have been accompanied by important on-the-ground achievements: global investment in renewable energy is growing rapidly and, in 2007, was close to $150 billion, 60% higher than the new investment made in 2006. The adoption of better water management techniques in parts of the world are generating huge water savings in addition to vastly improved crop yields; while public-private partnerships enabling state-of-the-art treatment plants and other technologies are bringing about drastic reductions in the freshwater consumed for sludge created by industrial uses. Like several others, the hotel industry is also taking steady steps forward on the path of sustainable design, production and consumption. This article touches upon some best practices within the hotel industry in India, in three key areas: energy, waste and water management. These efforts are not isolated initiatives, but instead part and parcel of their respective hotels' commitment to a cleaner, greener and more sustainable way of living.

Energy Efficiency
A hotel that beautifully exemplifies environmentally responsible hotel practices is the Fateh Garh in Udaipur, Rajasthan. Perched atop a hill in the Aravalli range at a distance of 10 km from Udaipur's city centre, this luxury boutique hotel has incorporated ample open space and large terraces into its building design, thus eliminating the need for daytime lighting in the lobby and in several of the hotel's public areas. Back-of-thehouse areas such as the kitchens have been placed in the south-west portion which receives most of the strong daytime sun; the guest rooms, on the other hand, are located in the cooler north-east portion of the building, allowing guests to enjoy an ambient in-room temperature without a great load on the hotel's air conditioning system. Moreover, an on-site wind turbine makes use of the hotel's location on high ground to generate approximately 15% of the hotel's total energy requirement. Fateh Garh's entire requirement of hot water is met through photovoltaic panels, and this accounts for 35% of this hotel's energy consumption. Energy as a Percentage of Total Costs; 2005-06 to 2009-10

19% 17% 15% 13% 11% 9% 7% Five Star Deluxe 2009 - 10


Source: FHRAI

Five Star Deluxe 2008 - 09

Four Star

Three Star

Two Star

One Star

2007 - 08

2006 - 07

2005 - 06

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The need to meet guest expectations on all fronts together with the pressure of rising energy costs has led hotels to adopt a more holistic approach to energy management. Hotels across the world, especially in the past five to eight years, have incorporated energy-efficient systems and equipment into the initial stages of design and construction. At the Oberoi Udaivilas in Udaipur, rooftop solar panels are used to heat the hotel's nine swimming pools. Energy-efficient screw chillers instead of the traditional reciprocating chillers and the use of waste heat captured from the chillers to meet the hotel's requirement of domestic hot water, are built-in interventions present at both the Udaivilas and the ECOTEL-certified upscale hotel Rodas in Powai, Mumbai. The ITC Royal Gardenia, Bengaluru is the world's largest LEED Platinum building and more than 30% of the energy consumed at ITC is from renewable sources.

Water Conservation
Popular conservation techniques in India and worldwide include low-flow plumbing, rainwater harvesting with the collected rainwater passed though filtration beds and emptied out for ground recharge, xeriscape landscaping, drip irrigation, and the reverse osmosis/UV filtration of grey water and its subsequent reuse in gardening and as flush water in toilets. The entire wastewater of the Rodas in Mumbai is passed into a sewage treatment plant (STP) located within the hotel's larger complex - the Hiranandani Gardens mixed-use development. This STP which receives the , entire grey water generated within the mixed-use development, filters approximately 2,000 kilolitres of water each day. The treated water is currently being reused within the complex for all landscape irrigation, in Rodas's flush tanks, and for the ongoing construction of a new ECOTEL in the complex. For the new hotel, an intervention is being built for rooftop water which is in abundant supply in Mumbai's monsoon season to be collected and diverted to the flush tanks. The Park, Hyderabad, a LEED Gold certified hotel that opened in April 2010, has an effluent treatment plant with a per day capacity of 3,000 kilolitres. This STP-treated water is circulated through the four cooling towers that take care of the hotel's air conditioning, thus doing away with the environmental and monetary cost associated with freshwater. The treated water used in all toilet flushes present throughout the hotel, including guestrooms and public areas, as well as for all irrigation is subject to quality checks by a separate agency entrusted with this responsibility. Water passing through the faucets in guestroom washbasins and the kitchen must first go through an extensive softening and filtration treatment at the hotel's reverse osmosis (RO) plant. The RO has a high rejection rate of 30%; the rejected water is not drained out but instead used for cleaning hard surfaces.

Solid Waste Management


The waste generated by hotels is an area that offers vast potential for better management. Several ECOTELcertified hotels in India have already taken a lead in this area, through the meticulous segregation of waste into The Orchid, Mumbai Composition of Waste four categories: wet garbage (food waste), dry garbage Dry Garbage (most types of paper), dry garbage (other recyclables) (Recycled) 11.28% and non-recyclables. Food waste is composted on-site, Non Recyclable while waste kitchen oil is given to outside agencies to be 0.51% Paper used in manufacturing soap and detergents. In cities (Recycled) 4.10% where municipal recycling centres exist, ECOTELs sell items such as paper, aluminium and glass to the appropriate vendors to be sent forward to such centres. These practices have brought about a drastic reduction Wet Garbage in the volume of actual waste. In the case of The Orchid, (Composted) 84.10% an ECOTEL hotel in Mumbai, waste sent to landfill is as little as 0.5% of the entire waste generated as a result of Source: HVS Eco Services day-to-day operations.

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At the ECOTEL-certified Club Mahindra Kodagu Valley (CMKV) in Coorg, Karnataka used towels are routinely recycled into dusters; oil used in the spa is stored to be reused in bonfires; staff cards are no longer laminated; and jute twine, rather than plastic twine, is used for document binding. The hotel has a Holiday Activity Centre, where guests are taught to make decorative plates and wall hangings from used paper cups, chipped crockery and waste glass and mirrors. These steps, although small, have gone a long way in strengthening staff commitment to the hotel's overall environmental objectives, and have enthused guests to come back to stay at CMKV. Several other hotels in India have also put in place innovative approaches that lead to better waste management. At The Native Village, a 24-room eco resort near Bengaluru, paper is made into pulp, which is then formed in balls that are sun-baked, stored and used as a form of fuel, either in bonfires or in boilers that are used to generate hot water for the hotel when solar power is low. Additionally, food waste, together with oil-seed cakes (a waste by product of the edible oil-seeds industry) and cow dung is emptied into the hotel's biogas generators for the gradual production of methane, which is then used for cooking instead of LPG. Oil for the terracotta lamps lit every night at the Fateh Garh, Udaipur is extracted from the crushed seed of the Jathropa plant that grows in abundance around the resort. While the above-mentioned properties and other hotels/brands in India have exemplary energy, water and waste management practices, their commitment to other areas is equally significant and merits an entirely new article. Guided by the overarching objective of responsible business operations, these hotels use organic, natural and recycled as much as is feasible, and engage in sustainable community development that include women's empowerment, supplementary education and financial support to weaker sections. CGH Earth is training tribal communities in Thekkady in organic pepper farming, which provides them a steady source of income and has helped revive an age-old tradition. Profits from this enterprise are ploughed back into the welfare of the tribal communities. ITC, through various programs and projects, is currently greening over 100,000 hectares of wasteland and providing 45 million person-days of employment, educating around 200,000 rural children and economically empowering more than 20,000 women. Through technologies, systems and practices that promote better efficiencies at a lower long-term cost, and with the help of inspired and motivated staff who resonate with their philosophy, these hotels and companies have been able to effectively translate the somewhat unclear idea of going green into a business approach a business approach that beautifully integrates profitability and investor interest with the betterment of our environment and our society. Deepika Thadani, HVS Eco Services dthadani@hvs.com

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1. Indian Hotel Industry by Star Category


Introduction In this section, we have analysed hotel performance by star classification. An overall total of 1,200 hotels participated in our survey for 2009-10. The hotels have been classified into the eight categories applicable in India (see Tables 1-1 to 1-10), and their responses analysed accordingly. To provide further comparisons, we have included a column for All India Totals across all star categories. Each section includes the total number of respondents for each component of the survey, allowing the reader to judge the validity of the data received. The layout has been standardised in each section to enable consistency throughout the entire document. All figures pertain to 2009-10 (April-March), and monetary figures are in Indian rupees. Trends
q

Departmental Expenses: We note that the departmental expenses continue to increase as a percentage of departmental revenue as we go from Five-Star Deluxe to One-Star hotels. The food and beverage expenses are as high as 67% and 69% respectively, for Two and One-Star hotels, as compared to 50-54% for Five-Star Deluxe and Five-Star hotels. The smaller inventories of the lower rated hotels do not permit them to achieve efficiencies of scale in food and beverage operations. Also, telephone and other expenses are becoming loss-generating departments in Three-Star, Two-Star, and One-Star hotels. As guests use portable phones and even portable internet devices, the use of hotel phones and internet is reducing, making it expensive to provide these facilities. In the past, the telephone department was considered a profit generating department. As the industry matures, the telephone department will become a cost centre, in line with international trends. However, these facilities are an important consideration when choosing a hotel, and hence it is necessary to have them in the property.

Market Segmentation: Distinct differences are observed in market segmentation across various star categories. The contribution of the domestic business traveller segment increases in the Three-Star hotels as compared to the Five-Star and Five-Star Deluxe, and forms the major constituent of demand for the Two-Star and One-Star hotels, therefore re-affirming the price sensitivity of the domestic traveller, along with its major contribution to hotel demand. Airline and MICE segments contribute largely to the demand for Five-Star and Five-Star Deluxe hotels.

Country of Origin: The overall constitution of the country of origin of guests continues to mirror that of the previous years; the UK and USA continue to dominate the overall visitations. This year witnessed increased visitation from Europe.

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TABLE 1-1: Indian Hotel Industry by Star Category: Facilities Analysis and Staffing
Typical Room Profile of an Average Hotel
Five-Star Deluxe 43 Single Double Suites Single Double Suites 53.5 132.2 20.5 0.0 0.0 0.0 206.3 2009-2010 All India Average 1,200 7.0 38.9 5.4 0.9 5.6 0.5 58.4

COMPOSITION Number of Responses Air-Conditioned

Five-Star 45 12.9 110.1 7.6 0.0 1.9 0.2 132.7

Four-Star 87 13.4 67.0 12.4 0.0 1.8 0.1 94.7

Three-Star 485 3.9 40.9 5.1 0.7 4.2 0.5 55.3

Two-Star 266 7.5 20.6 3.3 1.3 8.2 0.7 41.4

One-Star 58 1.3 14.0 1.8 1.3 8.4 0.3 27.0

Heritage 40 0.8 23.6 9.0 0.9 5.0 1.1 40.3

Others 176 2.1 17.8 2.0 2.0 9.2 0.7 33.8

Non-Air-Conditioned

Total average rooms

* The number of non-air-conditioned rooms in lower star category hotels appears to be higher, partly because many are located in hill stations where air-conditioning is not provided in hotels

Average Number of Food & Beverage Outlets Per Hotel


Five-Star Deluxe 43 3.6 1.4 0.8 5.8 2009-2010 All India Average 1,058 1.7 0.8 0.8 3.3

COMPOSITION Number of Responses Restaurant Bars Others Total

Five-Star 45 2.5 1.0 1.1 4.7

Four-Star 82 2.3 1.2 0.8 4.3

Three-Star 455 1.6 0.8 1.0 3.4

Two-Star 216 1.4 0.7 0.7 2.8

One-Star 39 1.3 0.5 0.4 2.1

Heritage 38 1.7 0.8 1.0 3.4

Others 140 1.3 0.5 0.3 2.1

Average Number of Total Employees Per Hotel (Permanent / Contract / Full Time / Part Time)
Five-Star Deluxe 40 Male Female Male Female Male Female 50.7 13.0 46.3 8.1 258.6 32.3 409.0 2.0 2009-2010 All India Average 1,099 7.5 1.3 9.8 1.6 60.4 6.4 87.0 1.5

COMPOSITION Number of Responses Managers Supervisors Staff Total Avg. Employees / Room

Five-Star 41 27.8 6.2 26.8 4.2 153.2 13.1 231.3 1.8

Four-Star 80 15.0 2.4 19.9 3.4 118.9 11.7 171.1 1.9

Three-Star 448 5.9 0.8 9.7 1.8 59.9 6.3 84.3 1.5

Two-Star 253 2.6 0.4 4.1 0.6 29.6 3.4 40.7 1.0

One-Star 56 1.9 0.3 2.8 0.2 18.8 2.3 26.3 1.0

Heritage 37 5.8 0.5 9.0 0.6 54.1 3.3 73.3 1.8

Others 144 1.9 0.2 2.6 0.2 19.9 1.9 26.7 0.9

Average Percentage of Trained Employees Per Hotel


Five-Star Deluxe 32 92.5 87.4 70.2 83.3 16.7 2009-2010 All India Average 672 88.6 80.1 65.5 78.1 22.0

COMPOSITION Number of Responses Managers Supervisors Staff Total Avg. Trained Employees* Total Avg. Un-Trained Employees

Five-Star 35 90.6 79.4 70.1 80.0 20.0

Four-Star 69 87.4 81.2 68.0 78.9 21.1

Three-Star 297 87.3 80.6 63.9 77.3 22.7

Two-Star 133 90.6 76.2 62.7 76.5 23.5

One-Star 26 87.4 71.4 59.7 72.8 27.2

Heritage 30 93.8 89.8 75.2 86.3 13.7

Others 50 86.5 80.2 69.5 78.7 21.3

* Trained Employees includes those with a minimum one-year certificate course from a hotel management or equivalent institution; however, some hotels may have included those with short term (in-house) training

Page 23

TABLE 1-2: Indian Hotel Industry by Star Category: Financial Report Percentage of Revenue (2009-10)

COMPOSITION Number of Responses 209 47,620 64.4% 8,179 128 26,875 58.5% 5,386 94 19,472 61.1% 3,880 61 12,921 58.9% 2,463 35 7,684 63.6% 1,271 26 5,603 61.7% 790 45 7,628 50.8% 3,123 23 5,489 68.0% 1,131

Five-Star Deluxe 37 Five-Star 35 Four-Star 65 Three-Star 215 Two-Star 115 One-Star 26 Heritage 25 Others 8

2009-2010 All India Average 526 72 15,174 59.9% 4,149

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel ( ` ): 56.5% 28.2 8.9 0.5 3.7 2.2 100.0 16.4 50.8 70.0 49.8 4.2 30.4 69.6 8.3 3.5 2.8 0.4 5.1 7.7 27.8 41.8 0.8 0.3 1.9 0.7 3.6 38.2% 0.8 0.4 0.8 1.7 3.6 35.5% 0.9 0.3 1.2 1.4 3.7 30.2% 0.8 0.4 1.0 0.8 3.0 26.7% 10.9 1.9 2.9 0.7 5.5 9.2 31.1 39.1 9.6 1.9 2.2 0.4 7.3 10.4 31.8 34.0 9.0 2.0 2.3 0.6 5.9 10.9 30.8 29.7 9.3 1.6 2.7 0.0 5.1 10.7 29.4 24.2 0.6 1.1 1.6 0.8 4.1 20.2% 15.0 54.3 60.3 43.5 5.3 29.8 70.2 15.2 61.0 81.3 137.5 5.4 34.3 65.7 19.9 64.7 166.2 124.8 18.5 39.6 60.4 27.3 66.9 147.3 101.1 25.2 46.4 53.6 29.9 68.8 140.7 183.9 12.7 42.3 57.7 10.5 2.0 1.9 0.0 5.2 12.7 32.3 25.5 1.0 0.3 1.8 2.4 5.5 19.9% 58.5% 26.1 8.9 0.8 3.4 2.4 100.0 58.9% 25.1 10.6 0.7 2.0 2.6 100.0 56.7% 31.2 8.2 0.4 1.4 2.1 100.0 49.6% 39.4 5.1 0.5 1.2 4.1 100.0 61.4% 30.4 1.1 0.5 0.4 6.2 100.0 45.6% 34.3 10.8 0.1 3.0 6.2 100.0 17.0 48.1 776.2 61.8 6.7 32.6 67.4 11.5 2.7 3.0 0.8 7.4 9.4 34.6 32.8 0.2 0.2 0.9 2.3 3.7 29.2%

59.9% 28.0 6.4 0.1 4.1 1.5 100.0 29.3 80.6 375.2 86.4 77.9 50.3 49.7 7.8 0.2 2.5 0.6 19.8 8.0 39.0 10.7 0.2 0.3 1.3 2.9 4.7 6.1%

56.7% 28.7 8.9 0.6 2.8 2.5 100.0 17.1 56.1 90.2 65.5 8.7 33.3 66.7 9.1 2.6 2.6 0.5 5.7 8.9 29.4 37.4 0.8 0.4 1.4 1.0 3.5 33.8%

Page 24

REVENUE Rooms Food & Beverage Banquets & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME OPERATING EXPENSES Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT FIXED EXPENSES Property Taxes Insurance Other Fixed Charges Rent Total NET INCOME**

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

TABLE 1-3: Indian Hotel Industry by Star Category: Financial Report Amount Per Available Room (2009-10)

COMPOSITION Number of Responses 209 47,620 64.4% 8,179 1,865,098 930,719 294,529 16,965 122,581 73,336 3,303,229 1,129,140 504,604 170,881 15,422 65,854 45,589 1,931,489 168,831 366,664 9,301 28,615 2,417 575,827 1,355,663 210,898 36,354 55,892 13,642 106,086 172,762 595,633 760,029 15,043 6,700 15,281 31,890 68,915 691,114 12,283 3,704 16,086 18,764 50,836 413,163 6,970 3,875 9,126 7,398 27,369 245,082 130,376 25,533 29,342 5,758 99,763 139,163 429,934 463,999 82,589 18,316 20,866 5,672 53,813 99,211 280,467 272,450 51,979 9,070 14,979 231 28,317 57,690 162,266 137,725 3,393 6,125 8,743 4,435 22,696 115,029 121,757 296,827 8,123 37,662 1,913 466,283 893,933 103,301 233,447 6,182 15,602 3,590 362,123 552,917 75,781 166,826 4,481 6,904 5,740 259,731 299,991 50,839 60,064 2,047 2,037 2,160 117,148 159,929 29,002 5,594 5,160 14,367 33,928 88,051 71,878 2,770 917 5,017 6,560 15,264 56,614 801,041 341,904 144,403 9,996 27,401 35,471 1,360,215 518,349 285,694 75,354 3,720 12,505 19,417 915,040 277,797 220,549 28,687 3,043 6,831 22,815 559,722 170,166 84,308 2,995 1,455 1,108 17,045 277,077 305,345 622,227 11,880 61,056 3,081 1,003,589 2,299,640 274,674 114,240 92,968 15,019 169,431 253,456 919,789 1,379,851 24,927 9,039 63,387 22,012 119,365 1,260,486 128 26,875 58.5% 5,386 94 19,472 61.1% 3,880 61 12,921 58.9% 2,463 35 7,684 63.6% 1,271 26 5,603 61.7% 790 45 7,628 50.8% 3,123 23 5,489 68.0% 1,131

Five-Star Deluxe 37 Five-Star 35 Four-Star 65 Three-Star 215 Two-Star 115 One-Star 26 Heritage 25 Others 8

2009-2010 All India Average 526 72 15,174 59.9% 4,149

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel ( ` ): 534,013 401,406 126,361 1,264 34,753 72,324 1,170,121 90,788 254,071 9,815 21,484 4,813 380,971 789,150 134,531 31,293 34,869 8,945 86,120 109,691 405,449 383,702 2,770 2,575 9,947 27,435 42,728 340,974

271,169 126,735 29,004 295 18,608 6,643 452,454 79,453 125,591 1,106 16,074 5,178 227,402 225,053 35,457 955 11,370 2,699 89,721 36,290 176,493 48,560 1,092 1,114 5,895 12,980 21,081 27,479

876,919 443,367 137,353 8,618 43,594 37,885 1,547,737 149,683 325,793 7,776 28,555 3,285 515,092 1,032,645 140,057 40,243 39,920 7,795 88,550 138,097 454,661 577,985 11,819 5,355 21,935 15,392 54,500 523,484

Page 25

REVENUE ( ` ) Rooms Food & Beverage Banquets & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES ( ` ) Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME ( ` ) OPERATING EXPENSES ( ` ) Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT ( ` ) FIXED EXPENSES( ` ) Property Taxes Insurance Other Fixed Charges Rent Total NET INCOME( ` )**

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

TABLE 1-4: Indian Hotel Industry by Star Category: Financial Report Amount Per Occupied Room (2009-10)

COMPOSITION Number of Responses 209 47,620 64.4% 8,179 128 26,875 58.5% 5,386 94 19,472 61.1% 3,880 61 12,921 58.9% 2,463 35 7,684 63.6% 1,271 26 5,603 61.7% 790 45 7,628 50.8% 3,123 23 5,489 68.0% 1,131

Five-Star Deluxe 37 Five-Star 35 Four-Star 65 Three-Star 215 Two-Star 115 One-Star 26 Heritage 25 Others 8

2009-2010 All India Average 526 72 15,174 59.9% 4,149

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel ( ` ): 8,179 4,081 1,292 74 538 322 14,485 5,386 2,407 815 74 314 217 9,214 805 1,749 44 137 12 2,747 6,467 1,006 173 267 65 506 824 2,841 3,626 72 32 73 152 329 3,297 60 18 78 91 246 2,001 33 18 43 35 130 1,165 632 124 142 28 483 674 2,083 2,248 392 87 99 27 256 471 1,333 1,295 238 41 69 1 130 264 742 630 16 28 40 20 104 526 590 1,438 39 182 9 2,259 4,330 491 1,109 29 74 17 1,721 2,627 347 763 21 32 26 1,188 1,372 236 279 10 9 10 544 742 135 26 24 67 157 409 334 13 4 23 30 71 263 3,880 1,656 700 48 133 172 6,589 2,463 1,358 358 18 59 92 4,348 1,271 1,009 131 14 31 104 2,561 790 391 14 7 5 79 1,286 1,339 2,728 52 268 14 4,401 10,084 1,204 501 408 66 743 1,111 4,033 6,051 109 40 278 97 523 5,527 3,123 2,348 739 7 203 423 6,844 531 1,486 57 126 28 2,228 4,616 787 183 204 52 504 642 2,371 2,244 16 15 58 160 250 1,994

1,131 529 121 1 78 28 1,888 331 524 5 67 22 949 939 148 4 47 11 374 151 736 203 5 5 25 54 88 115

4,149 2,098 650 41 206 179 7,322 708 1,541 37 135 16 2,437 4,885 663 190 189 37 419 653 2,151 2,734 56 25 104 73 258 2,477

Page 26

REVENUE ( ` ) Rooms Food & Beverage Banquets & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES ( ` ) Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME ( ` ) OPERATING EXPENSES ( ` ) Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT ( ` ) FIXED EXPENSES( ` ) Property Taxes Insurance Other Fixed Charges Rent Total NET INCOME( ` )**

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

TABLE 1-5: Indian Hotel Industry by Star Category: Market Data


Market Segmentation
Five-Star Deluxe 35 5.4 18.4 22.9 2.5 9.7 12.3 4.4 10.3 3.1 6.3 4.7 100.0 2009-2010 All India Average 738 1.4 37.3 10.4 2.0 18.3 7.6 3.2 6.6 6.3 4.3 2.7 100.0

COMPOSITION Number of Responses Airline Crew Business Traveller - Domestic Business Traveller - Foreign Complimentary Rooms Domestic - Tourists/Leisure FIT Foreign - Tourists/Leisure FIT Meeting Participants (Less than 100 Attendees) Meeting Participants (Over 100 Attendees) Tour Groups - Domestic Tour Groups - Foreign Other Total

Five-Star 33 3.1 20.5 20.5 2.0 15.3 10.3 4.5 11.1 4.5 4.7 3.6 100.0

Four-Star 62 3.3 33.5 17.6 2.2 10.7 9.6 3.4 6.0 4.6 7.6 1.6 100.0

Three-Star 324 1.3 39.4 9.9 1.9 16.4 6.6 3.4 7.5 6.7 4.3 2.5 100.0

Two-Star 178 0.4 44.6 6.3 2.0 22.3 5.2 2.7 5.3 6.7 2.4 2.1 100.0

One-Star 38 0.8 42.7 5.3 1.7 20.2 7.1 3.2 4.3 6.0 1.5 7.2 100.0

Heritage 26 0.5 10.2 6.0 3.0 20.6 27.8 4.3 4.8 5.9 15.2 1.6 100.0

Others 42 0.1 36.4 8.9 0.8 33.8 4.2 1.5 1.9 8.4 1.6 2.4 100.0

Guest Analysis
Five-Star Deluxe 41 48.5 51.5 100.0 63.9 36.1 100.0 3.1 2.1 2.3 2.2 35.9 2009-2010 All India Average 915 74.1 25.9 100.0 60.4 39.7 100.0 3.3 3.0 3.2 2.6 45.9

COMPOSITION Number of Responses Domestic Guests Foreign Guests Total Total Business Guests Total Leisure Guests Total Avg. Stay of Foreign Guests (Days) Avg. Stay of Domestic Guests (Days) Avg. Stay of Business Guests (Days) Avg. Stay of Leisure Guests (Days) Percentage of Repeat Guests

Five-Star 42 54.1 45.9 100.0 61.0 39.0 100.0 4.4 3.1 3.4 2.9 35.3

Four-Star 80 61.7 38.3 100.0 64.4 35.6 100.0 4.0 2.6 3.3 2.4 40.3

Three-Star 397 76.4 23.6 100.0 62.3 37.7 100.0 3.4 3.2 3.6 2.7 47.1

Two-Star 215 83.9 16.1 100.0 60.3 39.8 100.0 3.1 3.0 3.0 2.6 51.8

One-Star 47 83.7 16.3 100.0 61.0 39.0 100.0 2.9 3.5 2.6 3.4 47.7

Heritage 34 43.0 57.0 100.0 25.0 75.0 100.0 2.9 2.6 2.2 2.1 24.2

Others 59 85.3 14.7 100.0 58.0 42.0 100.0 2.5 2.6 2.9 3.0 49.3

Country of Origin of Guests


Five-Star Deluxe 28 3.3 3.2 3.9 0.6 2.3 3.1 5.1 3.8 3.2 8.3 4.8 3.4 1.2 15.2 15.6 23.0 100.0 2009-2010 All India Average 456 4.7 3.2 3.8 0.9 3.7 6.3 6.4 4.5 3.9 10.4 4.0 6.4 2.3 14.4 12.2 12.9 100.0

COMPOSITION Number of Responses ASEAN* Australia Canada Caribbean China France Germany Japan Middle East Other European Russia SAARC ** South Africa UK USA Other Total

Five-Star 29 4.5 2.3 2.3 2.5 2.6 3.0 5.3 5.7 3.8 15.2 7.6 2.2 1.5 14.2 12.4 15.0 100.0

Four-Star 55 4.1 3.0 4.2 2.0 2.9 5.4 5.6 5.6 3.7 9.4 4.4 5.6 2.3 12.7 10.1 19.1 100.0

Three-Star 202 5.3 3.5 4.2 0.8 4.9 6.8 7.3 4.7 3.6 10.4 4.6 5.2 2.6 13.1 13.0 10.0 100.0

Two-Star 88 4.4 2.8 3.4 0.4 3.5 3.8 4.9 3.8 5.6 10.8 2.0 10.3 2.8 18.0 11.1 12.6 100.0

One-Star 17 5.6 4.5 5.2 0.2 1.4 13.6 6.5 2.5 3.2 8.1 2.1 16.3 1.7 11.7 12.1 5.5 100.0

Heritage 23 2.9 4.7 2.9 0.3 1.2 17.0 10.0 4.0 2.5 11.6 1.6 1.3 1.1 17.6 9.1 12.4 100.0

Others 14 4.1 2.0 1.9 0.1 3.3 5.4 3.5 3.8 4.0 6.3 3.4 14.0 3.0 13.5 13.0 18.8 100.0

* ASEAN: Association of South East Asian Nations ** SAARC: South Asian Association for Regional Co-operation - India, Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives

Page 27

TABLE 1-6: Indian Hotel Industry by Star Category: Monthly and Daily Occupancy
Average Monthly Occupancy
Five-Star Deluxe 41 67.2 75.6 67.2 58.3 52.3 56.5 56.5 59.1 62.9 63.7 73.2 67.6 2009-2010 All India Average 829 60.9 62.9 57.8 56.6 57.9 55.9 52.9 53.4 54.5 60.3 65.2 67.0

COMPOSITION Number of Responses January February March April May June July August September October November December

Five-Star 41 62.3 69.6 61.1 56.7 55.3 55.8 53.2 51.5 55.2 60.6 70.1 65.9

Four-Star 77 64.2 68.8 61.0 55.8 52.7 51.6 53.1 53.7 54.5 60.2 68.5 68.1

Three-Star 364 60.5 61.9 57.1 56.1 58.8 54.9 51.9 53.0 54.3 59.3 64.3 67.2

Two-Star 178 61.2 60.8 57.8 58.5 61.3 60.4 55.1 53.8 54.0 60.6 64.0 67.6

One-Star 43 59.8 59.5 53.7 55.7 58.6 57.4 52.1 53.8 56.4 63.3 63.0 66.5

Heritage 31 47.6 55.3 49.5 44.8 33.8 31.5 33.1 41.2 40.2 57.1 61.3 56.5

Others 54 60.4 59.8 57.0 60.0 68.1 66.4 61.1 58.0 56.8 62.6 65.3 68.6

Average Daily Occupancy


Five-Star Deluxe 38 60.6 63.4 64.2 62.3 58.1 55.3 53.2 2009-2010 All India Average 770 55.8 57.8 59.5 59.8 61.3 56.6 49.6

COMPOSITION Number of Responses Monday Tuesday Wednesday Thursday Friday Saturday Sunday

Five-Star 37 61.1 64.6 66.0 64.6 62.8 60.6 54.4

Four-Star 66 57.4 59.5 62.0 61.8 59.5 54.8 53.4

Three-Star 346 54.7 56.8 58.6 58.7 58.6 53.9 47.7

Two-Star 177 56.7 58.4 60.1 61.1 67.7 60.2 50.3

One-Star 40 54.0 57.4 59.5 59.0 61.9 57.5 43.7

Heritage 16 46.3 46.8 47.5 49.1 55.6 60.8 53.6

Others 50 55.1 55.1 55.3 58.6 62.1 61.3 52.4

TABLE 1-7: Indian Hotel Industry by Star Category: Sources of Reservations

Source of Advance Reservations


Five-Star Deluxe 38 13.9 43.9 8.0 5.5 12.6 7.0 3.5 5.5 100.0 2009-2010 All India Average 820 2.8 54.0 1.7 6.6 19.6 3.3 4.9 7.1 100.0

COMPOSITION Number of Responses Chain CRS (Central Reservation System) Direct Enquiry / Hotel Representation Global Distribution System (GDS) Hotel / Chain Website Travel Agent and Tour Operator Other Online Reservation Systems Other Website Other Total

Five-Star 38 9.1 42.1 6.6 6.0 20.5 6.8 3.7 5.3 100.0

Four-Star 72 6.1 48.6 2.5 4.6 21.4 5.8 5.3 5.6 100.0

Three-Star 364 1.8 54.1 1.4 7.6 19.6 3.3 5.0 7.2 100.0

Two-Star 191 0.8 57.6 0.4 6.8 18.8 1.6 5.5 8.5 100.0

One-Star 38 0.3 64.6 0.3 4.6 17.7 0.5 3.4 8.6 100.0

Heritage 26 4.6 29.5 0.9 7.6 41.7 8.7 3.5 3.4 100.0

Others 53 0.9 67.4 0.2 3.9 15.3 0.9 4.7 6.7 100.0

Page 28

TABLE 1-8: Indian Hotel Industry by Star Category: Marketing Media


Marketing Media - Percentage of Hotels Using Each Media
Five-Star Deluxe 39 30.8 79.5 94.9 89.7 43.6 71.8 64.1 35.9 92.3 92.3 41.0 53.9 35.9 18.0 2009-2010 All India Average 854 10.3 78.5 82.7 32.3 21.0 61.1 59.8 10.0 85.8 63.1 19.0 46.8 25.2 7.7

COMPOSITION Number of Responses Consumer Generated Media (CGM) Direct Mail Hotel Website Loyalty Card program Merchandising Other Internet Site Outdoor Advertising Pay Per Click Print Advertising Promotions Radio Advertising Telemarketing TV Advertising Viral Marketing

Five-Star 39 7.7 79.5 100.0 76.9 35.9 79.5 74.4 12.8 100.0 87.2 33.3 51.3 33.3 5.1

Four-Star 77 13.0 85.7 89.6 55.8 27.3 75.3 76.6 13.0 90.9 83.1 33.8 64.9 27.3 9.1

Three-Star 383 12.8 80.9 85.6 29.2 23.2 60.8 63.2 9.7 88.8 66.1 21.2 50.7 27.9 8.4

Two-Star 190 4.7 74.2 79.0 16.8 14.2 55.8 51.6 6.8 79.0 46.8 8.4 37.4 19.5 5.8

One-Star 38 0.0 63.2 60.5 13.2 5.3 50.0 39.5 5.3 76.3 31.6 0.0 29.0 5.3 7.9

Heritage 33 12.1 90.9 100.0 24.2 15.2 72.7 48.5 9.1 93.9 84.9 12.1 33.3 30.3 6.1

Others 55 1.8 67.3 49.1 20.0 7.3 41.8 49.1 1.8 69.1 41.8 10.9 40.0 20.0 3.6

TABLE 1-9: Indian Hotel Industry by Star Category: Payment Methods


Payment Methods Used
Five-Star Deluxe 33 12.9% 47.8 36.3 3.0 100.0 2009-2010 All India Average 770 43.2% 31.4 20.6 4.8 100.0

COMPOSITION Number of Responses Cash Sales Credit Card Sales Credit Sales (other than cards) Electronic Fund Transfer Total

Five-Star 33 23.1% 39.1 33.1 4.7 100.0

Four-Star 69 25.1% 37.9 31.4 5.6 100.0

Three-Star 342 40.5% 33.1 21.1 5.4 100.0

Two-Star 181 56.2% 27.6 12.5 3.8 100.0

One-Star 37 67.4% 22.0 7.7 3.0 100.0

Heritage 27 23.8% 26.7 43.2 6.3 100.0

Others 48 67.3% 18.2 9.2 5.3 100.0

Credit Cards Used


Five-Star Deluxe 34 36.8% 3.3 27.4 31.2 1.4 100.0 2009-2010 All India Average 660 10.2% 2.8 37.6 44.7 4.7 100.0

COMPOSITION Number of Responses American Express Diners Club Mastercard / Eurocard Visa Other Total

Five-Star 32 22.4% 3.8 31.7 36.5 5.7 100.0

Four-Star 64 14.3% 2.1 34.7 44.1 4.8 100.0

Three-Star 319 8.6% 3.0 38.9 45.3 4.3 100.0

Two-Star 139 4.2% 2.2 39.5 48.7 5.4 100.0

One-Star 24 5.0% 4.7 36.5 47.8 6.0 100.0

Heritage 24 10.8% 1.2 36.2 50.0 1.8 100.0

Others 24 5.2% 3.1 43.1 37.0 11.7 100.0

Average Credit Card Commission


Five-Star Deluxe 34 3.2% 1.8 1.2 1.1 0.2 2009-2010 All India Average 541 2.6% 0.8 2.0 2.0 0.2

COMPOSITION Number of Responses American Express Diners Club Mastercard / Eurocard Visa Other

Five-Star 32 3.3% 1.2 1.4 1.4 0.2

Four-Star 61 3.3% 1.2 1.5 1.5 0.4

Three-Star 246 2.7% 0.7 1.9 1.7 0.2

Two-Star 111 2.0% 0.6 3.1 3.4 0.2

One-Star 17 1.4% 0.7 1.8 2.1 0.2

Heritage 23 3.0% 0.3 1.4 1.5 0.1

Others 16 1.5% 0.4 2.0 2.0 0.5

Page 29

TABLE 1-10: Indian Hotel Industry by Star Category: Technology Management Practices
Technology in Hotels - Percentage of Hotels Using Each Technology
Five-Star Deluxe 42 97.6% 78.6 73.8 85.7 54.8 100.0 92.9 78.6 100.0 90.5 100.0 85.7 61.9 33.3 2009-2010 All India Average 839 92.3% 56.5 28.5 35.2 23.8 90.6 82.4 43.6 72.4 54.4 67.6 44.6 20.4 11.8

COMPOSITION Number of Responses Accounting System Call Accounting System Central Reservation System (CRS) Electronic Keycard Energy Management System Internet / E-Mail Internet / Website Intranet System Local Area Network (LAN) Management Information System Point of Sale System for Food and Beverage Property Management System Yield Management System Other

Five-Star 40 90.0% 80.0 55.0 75.0 27.5 97.5 92.5 50.0 90.0 72.5 95.0 80.0 30.0 22.5

Four-Star 74 93.2% 70.3 48.7 67.6 33.8 93.2 94.6 60.8 83.8 81.1 90.5 75.7 33.8 14.9

Three-Star 378 92.6% 60.3 27.3 34.9 26.7 93.1 85.5 44.7 78.8 56.9 74.6 47.4 22.0 10.3

Two-Star 191 92.2% 45.6 10.5 15.2 14.1 85.9 74.9 30.9 57.1 37.7 46.6 22.5 8.4 11.0

One-Star 41 90.2% 31.7 12.2 12.2 7.3 73.2 53.7 22.0 43.9 34.2 19.5 12.2 2.4 2.4

Heritage 32 90.6% 37.5 40.6 15.6 18.8 96.9 93.8 62.5 75.0 53.1 71.9 43.8 12.5 9.4

Others 41 87.8% 41.5 22.0 19.5 9.8 80.5 65.9 26.8 43.9 26.8 43.9 22.0 9.8 2.4

Page 30

2. Indian Hotel Industry Inventory and Chain Affiliation


Introduction In this section, we present key operating statistics and other data for the survey participants according to the number of rooms. The participating hotels have been classified into three categories: 'Less Than 50 Rooms', '50 to 150 Rooms', and 'More Than 150 Rooms'. We have also drawn a comparison between Chain Affiliated and Independent hotels. Trends
q

Total Employees per Hotel: There is not much difference in the employee to room ratio when compared across different sizes of hotels. Although this trend reflects the inefficiency in operations, especially in One and Two-Star hotels, it can be attributed to the fact that even hotels with small inventories in India offer various facilities such as multiple food and beverage outlets, laundry, room service, and 24-hour availability of front-desk staff.

Profitability: The net income percentage of Chain Affiliated hotels is observed to be greater than the Independent hotels. The Chain Affiliated hotels are also able to better manage departmental and operating expenses, leading to greater profitability. The availability of standard operating procedures and trained staff helps the Chain Affiliated hotels to perform better. The hotels with higher room inventory also have larger bottom lines, due to efficiencies of scale in operations.

Source of Reservations: The Chain Affiliated hotels receive more reservations from Central Reservation Systems, Global Distribution Systems, and Other Online Reservation Systems, as compared to Independent hotels. The Independent hotels rely more on Direct Enquiries and bookings from Travel Agents & Tour Operators.

Technology: While hotels with smaller inventories use traditional and essential technology such as Accounting Systems, hotels with larger inventories focus more on using Yield Management Systems, Management Information Systems, and even technology such as Electronic Keycards and LAN networks. As the inventory increases, the use of technology becomes necessary to standardise operations and bring in efficiency and effectiveness.

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TABLE 2-1: Indian Hotel Industry Inventory and Chain Affiliation: Facilities Analysis and Staffing
Typical Room Profile of an Average Hotel
Less Than 50 Rooms 741 Single Double Suites Single Double Suites 2.1 18.6 2.9 0.9 5.6 0.6 30.7 50 to 150 Rooms 399 7.2 58.2 7.8 1.0 6.0 0.4 80.6 More Than 150 Rooms 60 66.7 161.0 20.1 1.0 3.2 0.0 251.9 Chain Affiliated 221 13.8 66.7 9.6 0.6 3.6 0.3 94.5

COMPOSITION Number of Responses Air-Conditioned

Independent 979 5.5 32.6 4.5 1.0 6.1 0.6 50.2

Non-Air-Conditioned

Total Average Rooms

Average Number of Food & Beverage Outlets Per Hotel


Less Than 50 Rooms 627 1.4 0.7 0.7 2.7 50 to 150 Rooms 376 2.0 0.9 1.0 3.9 More Than 150 Rooms 56 3.3 1.4 1.1 5.7 Chain Affiliated 219 2.1 1.0 0.9 3.9

COMPOSITION Number of Responses Restaurant Bars Others Total

Independent 840 1.6 0.7 0.8 3.1

Average Number of Total Employees Per Hotel (Permanent / Contract / Full Time / Part Time)
Less Than 50 Rooms 691 Male Female Male Female Male Female 3.0 0.4 4.4 0.7 30.8 3.2 42.5 1.4 50 to 150 Rooms 355 11.2 1.6 14.9 2.6 90.8 8.9 130.0 1.6 More Than 150 Rooms 53 41.9 12.0 47.1 8.1 242.3 29.6 380.8 1.5 Chain Affiliated 201 16.5 3.3 17.8 3.2 107.8 11.5 160.0 1.7

COMPOSITION Number of Responses Managers Supervisors Staff Total Average Number of Employees per Room

Independent 898 5.5 0.9 8.0 1.3 49.8 5.2 70.8 1.4

Average Percentage of Trained Employees Per Hotel


Less Than 50 Rooms 374 89.6% 78.9 64.6 77.7 22.3 50 to 150 Rooms 254 86.8% 81.6 66.6 78.3 21.7 More Than 150 Rooms 44 90.5% 79.8 66.2 78.9 21.2 Chain Affiliated 152 90.6% 85.5 66.7 80.9 19.1

COMPOSITION Number of Responses Managers Supervisors Staff Total Avg. Trained Employees* Total Avg. Un-Trained Employees

Independent 520 88.0% 78.4 65.1 77.2 22.8

* Trained Employees includes those with a minimum one-year certificate course from a hotel management or equivalent institution; however, some hotels may have included those with short term (in-house) training

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TABLE 2-2: Indian Hotel Industry Chain Affiliated vs. Independent: Financial Report (2009-10)
Chain Affiliated 132 Independent 394 2009-2010 All India Average 526

Number of Responses

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel ( ` ): Percentage of Revenue Amount per Occupied Room ( ` ) Percentage of Revenue Percentage of Revenue Amount per Occupied Room ( ` ) 3,162 1,638 429 31 143 168 5,571 607 1,319 35 123 21 2,106 3,465 100,246 21,543 27,609 5,518 85,235 113,875 354,026 373,424 78 29 162 134 404 3,715 16,745 6,235 34,572 28,603 86,155 793,044 0.7 0.4 1.1 0.6 2.8 29% 8,473 4,758 13,354 6,420 33,004 340,420 477 103 132 26 406 542 1,686 1,779 40 23 64 31 157 1,621 56.7% 28.7 8.9 0.6 2.8 2.5 100.0 17.1 56.1 90.2 65.5 8.7 33.3 66.7 9.1 2.6 2.6 0.5 5.7 8.9 29.4 37.4 0.8 0.4 1.4 1.0 3.5 34% 5,578 2,763 970 54 298 196 9,859 56.8% 29.4 7.7 0.6 2.6 3.0 100.0 19.2 63.8 111.2 86.1 12.8 37.8 62.2 8.6 1.8 2.4 0.5 7.3 9.7 30.3 31.9 127,472 276,930 7,318 25,816 4,511 442,046 727,450 663,760 343,931 90,075 6,583 29,977 35,171 1,169,496 854 1,863 40 153 7 2,917 6,943 931 318 272 52 438 814 2,824 4,119 57 11,984 60.3% 3,162 Amount per Available Room ( ` ) 876,919 443,367 137,353 8,618 43,594 37,885 1,547,737 149,683 325,793 7,776 28,555 3,285 515,092 1,032,645 140,057 40,243 39,920 7,795 88,550 138,097 454,661 577,985 11,819 5,355 21,935 15,392 54,500 523,484 72 15,174 59.9% 4,149 Amount per Available Room ( ` )

COMPOSITION

116 24,698 58.5% 5,578 Amount per Available Room ( ` ) 1,190,787 589,782 206,970 11,613 63,646 41,881 2,104,680 182,386 397,738 8,450 32,587 1,481 622,643 1,482,038 198,678 67,777 58,046 11,147 93,429 173,761 602,839 879,199

Amount per Occupied Room ( ` ) 4,149 2,098 650 41 206 179 7,322 708 1,541 37 135 16 2,437 4,885 663 190 189 37 419 653 2,151 2,734 56 25 104 73 258 2,477

56.6% 28.0 9.8 0.6 3.0 2.0 100.0 15.3 49.9 72.8 51.2 3.5 29.6 70.4 9.4 3.2 2.8 0.5 4.4 8.3 28.7 41.8 0.8 0.3 1.6 1.4 4.1 38%

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REVENUE Rooms Food & Beverage Banquets & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME OPERATING EXPENSES Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT FIXED EXPENSES Property Taxes Insurance Other Fixed Charges Rent Total NET INCOME**

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

TABLE 2-3: Indian Hotel Industry Inventory: Financial Report (2009-10)

Number of Responses 85 18,208 60.6% 3,575 Percentage of Revenue 57.5% 28.2 9.2 0.6 2.0 2.6 100.0 16.7 57.2 89.6 80.1 11.6 33.4 66.6 10.8 2.3 2.3 0.6 5.9 9.7 31.6 35.0 0.7 0.3 1.9 1.0 3.8 31.3% 0.9 0.3 1.0 1.0 3.2 38.4% 0.8 0.4 1.4 1.0 3.5 33.8% 4,640 6,005 10,968 9,764 31,377 135,494 7.6 3.5 2.9 0.5 5.4 8.0 27.8 41.6 9.1 2.6 2.6 0.5 5.7 8.9 29.4 37.4 71,981 17,410 19,290 2,569 48,415 81,770 241,435 166,871 142,994 27,638 31,184 8,037 77,993 128,620 416,464 467,557 8,578 3,728 24,679 12,876 49,860 417,696 197,861 82,242 75,340 12,199 141,404 209,342 718,389 1,094,952 23,701 7,829 26,113 24,712 82,354 1,012,598 15.6 52.3 71.1 55.7 3.0 30.6 69.4 17.1 56.1 90.2 65.5 8.7 33.3 66.7 102,972 221,905 5,639 13,225 3,893 347,634 408,306 127,487 283,736 6,665 21,207 3,932 443,026 884,021 232,367 496,280 11,760 55,927 1,747 798,081 1,813,341 149,683 325,793 7,776 28,555 3,285 515,092 1,032,645 140,057 40,243 39,920 7,795 88,550 138,097 454,661 577,985 11,819 5,355 21,935 15,392 54,500 523,484 508 1,095 28 65 19 1,716 2,015 355 86 95 13 239 404 1,192 824 23 30 54 48 155 669 56.9% 27.3 9.1 0.6 3.8 2.3 100.0 56.7% 28.7 8.9 0.6 2.8 2.5 100.0 394,397 274,249 51,365 1,653 12,797 21,479 755,940 763,547 373,974 121,763 7,435 26,482 33,845 1,327,047 1,486,140 712,006 237,365 16,551 100,357 59,003 2,611,422 876,919 443,367 137,353 8,618 43,594 37,885 1,547,737 1,947 1,354 254 8 63 106 3,731 Amount per Available Room ( ` ) 241 53,042 63.3% 6,744 72 15,174 59.9% 4,149 32 6,561 59.9% 1,947 85 18,208 60.6% 3,575 241 53,042 63.3% 6,744 72 15,174 59.9% 4,149 32 6,561 59.9% 1,947 85 18,208 60.6% 3,575

Less Than 50 Rooms 262 241 53,042 63.3% 6,744

50 to 150 Rooms 221

More Than 150 Rooms 43

2009-2010 All India Average 526 Less Than 50 Rooms 262 50 to 150 Rooms 221 More Than 150 Rooms 43 Less Than 50 Rooms 262 50 to 150 Rooms 221 More Than 150 Rooms 43

2009-2010 All India Average 526

2009-2010 All India Average 526 72 15,174 59.9% 4,149

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel ( ` ):

32 6,561 59.9% 1,947

Amount per Occupied Room ( ` ) 3,575 1,751 570 35 124 158 6,214 597 1,329 31 99 18 2,075 4,139 670 129 146 38 365 602 1,950 2,189 40 17 116 60 233 1,956 6,744 3,231 1,077 75 455 268 11,850 1,054 2,252 53 254 8 3,621 8,228 898 373 342 55 642 950 3,260 4,968 108 36 118 112 374 4,595 4,149 2,098 650 41 206 179 7,322 708 1,541 37 135 16 2,437 4,885 663 190 189 37 419 653 2,151 2,734 56 25 104 73 258 2,477

52.2% 36.3 6.8 0.2 1.7 2.8 100.0

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26.1 68.2 341.1 103.4 18.1 46.0 54.0

REVENUE Rooms Food & Beverage Banquets & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME OPERATING EXPENSES Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT FIXED EXPENSES Property Taxes Insurance Other Fixed Charges Rent Total NET INCOME**

9.5 2.5 2.6 0.3 6.4 10.8 32.2 21.9

0.6 0.8 1.5 1.3 4.1 17.7%

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

TABLE 2-4: Indian Hotel Industry Inventory & Chain Affiliation: Market Data
Market Segmentation
Less Than 50 Rooms 439 0.5% 39.9 7.1 1.8 22.6 7.1 3.0 5.5 6.7 3.2 2.7 100.0 50 to 150 Rooms 254 1.9% 35.4 14.0 2.2 12.6 8.2 3.5 7.6 6.0 6.3 2.4 100.0 More Than 150 Rooms 45 7.1% 22.5 22.3 2.0 8.3 9.2 4.7 11.2 4.3 4.5 4.1 100.0 Chain Affiliated 155 2.7% 28.7 16.2 1.8 19.2 9.1 3.1 6.9 4.5 4.9 2.8 100.0

COMPOSITION Number of Responses Airline Crew Business Traveller - Domestic Business Traveller - Foreign Complimentary Rooms Domestic - Tourists / Leisure FIT Foreign - Tourists / Leisure FIT Meeting Participants (Less than 100 Attendees) Meeting Participants (Over 100 Attendees) Tour Groups - Domestic Tour Groups - Foreign Other Total

Independent 583 1.0% 39.6 8.8 2.0 18.1 7.2 3.3 6.5 6.8 4.2 2.7 100.0

Guest Analysis
Less Than 50 Rooms 536 79.6% 20.4 100.0 58.0% 42.0 100.0 3.1 3.3 3.4 2.7 48.2 50 to 150 Rooms 324 69.5% 30.5 100.0 62.8% 37.3 100.0 3.4 2.6 3.0 2.5 43.4 More Than 150 Rooms 55 52.6% 47.4 100.0 67.9% 32.1 100.0 4.5 2.3 2.2 2.8 38.3 Chain Affiliated 190 64.8% 35.2 100.0 60.8% 39.2 100.0 2.4 3.0 3.6 3.0 39.0

COMPOSITION Number of Responses Domestic Guests Foreign Guests Total Total business Total leisure Total Avg. Stay of Foreign Guests (Days) Avg. Stay of Domestic Guests (Days) Avg. Stay of Business Guests (Days) Avg. Stay of Leisure Guests (Days) Percentage of Repeat Guests

Independent 719 76.8% 23.2 100.0 60.2% 39.9 100.0 3.1 3.2 3.2 2.5 47.7

Country of Origin of Guests


Less Than 50 Rooms 231 4.4% 3.3 4.1 0.6 3.4 6.9 5.8 4.3 3.9 10.8 2.4 7.5 2.5 15.4 12.0 12.8 100.0 50 to 150 Rooms 189 5.1% 3.2 3.8 1.2 4.3 6.2 7.2 5.1 4.0 9.8 5.6 5.6 2.2 12.5 11.9 12.5 100.0 More Than 150 Rooms 36 4.2% 3.0 2.3 1.1 2.9 3.3 5.6 3.1 3.5 10.7 5.6 3.4 1.7 18.1 15.1 16.4 100.0 Chain Affiliated 111 5.1% 3.4 3.6 1.0 4.2 5.0 6.5 5.6 3.3 11.4 2.8 3.4 2.1 14.5 13.3 14.9 100.0

COMPOSITION Number of Responses ASEAN* Australia Canada Caribbean China France Germany Japan Middle East Other european Russia SAARC ** South Africa UK USA Other Total

Independent 345 4.5% 3.2 3.9 0.8 3.5 6.7 6.3 4.2 4.1 10.1 4.4 7.4 2.4 14.3 11.8 12.3 100.0

* ASEAN: Association of South East Asian Nations ** SAARC: South Asian Association for Regional Co-operation - India, Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives

Page 35

TABLE 2-5: Indian Hotel Industry Inventory and Chain Affiliation: Monthly and Daily Occupancy
Average Monthly Occupancy
Less Than 50 Rooms 474 59.1% 59.8 56.1 56.5 59.9 57.2 52.7 52.9 53.6 60.2 63.3 66.7 50 to 150 Rooms 302 62.5% 65.6 59.0 56.1 55.4 53.8 52.7 53.3 54.2 59.7 66.5 67.3 More Than 150 Rooms 53 68.1% 74.3 66.1 59.7 54.6 56.8 55.3 57.9 63.2 64.2 74.8 67.9 Chain Affiliated 183 60.5% 64.5 58.3 55.5 54.3 53.2 50.5 52.0 54.2 59.5 65.9 64.6

COMPOSITION Number of Responses January February March April May June July August September October November December

Independent 646 61.0% 62.4 57.7 56.9 59.0 56.7 53.6 53.8 54.5 60.5 65.0 67.7

Average Daily Occupancy


Less Than 50 Rooms 435 54.2% 55.6 57.1 58.0 60.2 57.1 47.9 50 to 150 Rooms 283 57.3% 59.9 62.0 61.7 63.5 56.1 51.2 More Than 150 Rooms 51 61.3% 64.4 65.8 65.0 58.4 56.1 55.4 Chain Affiliated 154 56.6% 59.1 60.9 59.1 56.6 52.5 50.5

COMPOSITION Number of Responses Monday Tuesday Wednesday Thursday Friday Saturday Sunday

Independent 615 55.6% 57.4 59.1 60.0 62.5 57.7 49.4

TABLE 2-6: Indian Hotel Industry Inventory and Chain Affiliation: Sources of Reservation
Sources of Advance Reservations
Less Than 50 Rooms 475 1.6% 56.8 0.7 7.3 18.6 2.6 4.9 7.6 100.0 50 to 150 Rooms 296 4.2% 50.6 2.2 5.6 21.8 4.3 5.1 6.3 100.0 More Than 150 Rooms 49 6.5% 46.5 8.0 6.1 16.4 5.5 4.0 7.0 100.0 Chain Affiliated 165 6.8% 46.3 4.0 7.1 17.8 7.3 4.8 5.9 100.0

COMPOSITION Number of Responses Chain CRS (Central Reservation System) Direct Enquiry / Hotel Representative Global Distribution System (GDS) Hotel / Chain Website Travel Agent & Tour Operator Other Online Reservation Systems Other Websites Other Total

Independent 655 1.8% 55.9 1.1 6.5 20.1 2.4 4.9 7.4 100.0

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TABLE 2-7: Indian Hotel Industry Inventory and Chain Affiliation: Marketing Media
Marketing Media - Percentage of Hotels Using Each Media
Less Than 50 Rooms 486 8.9% 75.3 78.0 21.8 15.2 56.6 55.8 7.8 82.7 56.2 12.4 39.3 21.6 6.0 50 to 150 Rooms 314 11.5% 81.5 87.9 40.8 26.4 66.2 65.6 10.2 89.5 70.1 25.2 56.7 29.6 8.9 More Than 150 Rooms 54 16.7% 88.9 94.4 77.8 40.7 72.2 63.0 27.8 92.6 85.2 42.6 57.4 31.5 16.7 Chain Affiliated Independent 172 682 14.5% 81.4 93.0 57.6 32.6 70.9 71.5 15.1 94.2 81.4 29.7 59.9 29.7 11.1 9.2% 77.7 80.1 26.0 18.0 58.7 56.9 8.7 83.7 58.5 16.3 43.6 24.1 6.9

COMPOSITION Number of Responses Consumer Generated Media (CGM) Direct Mail Hotel Web site Loyalty Card Program Merchandising Other Internet Site Outdoor Advertising Pay Per Click Print Advertising Promotions Radio Advertising Telemarketing TV Advertising Viral Marketing

TABLE 2-8: Indian Hotel Industry Inventory and Chain Affiliation: Payment Methods
Payment Methods Used
Less Than 50 Rooms 443 51.9% 28.1 15.1 4.8 100.0 50 to 150 Rooms 279 34.0% 34.5 26.5 5.0 100.0 More Than 150 Rooms 48 17.0% 43.6 35.8 3.6 100.0 Chain Affiliated 143 24.6% 39.0 31.8 4.7 100.0

COMPOSITION Number of Responses Cash Sales Credit Card Sales Credit Sales (Other Than Cards) Electronic Fund Transfer Total

Independent 627 47.5% 29.7 18.0 4.8 100.0

Credit Cards Used


Less Than 50 Rooms 355 6.1% 2.4 40.4 46.3 4.9 100.0 50 to 150 Rooms 256 12.5% 3.3 35.3 44.3 4.6 100.0 More Than 150 Rooms 49 27.9% 2.8 29.6 35.5 4.3 100.0 Chain Affiliated 137 18.2% 3.6 34.2 40.9 3.2 100.0

COMPOSITION Number of Responses American Express Diners club Mastercard/Eurocard Visa Other Total

Independent 523 8.1% 2.6 38.5 45.7 5.1 100.0

Average Credit Card Commission


Less Than 50 Rooms 277 2.2 0.6 2.5 2.5 0.2 50 to 150 Rooms 220 3.0 0.9 1.5 1.5 0.3 More Than 150 Rooms 44 3.0 1.4 1.3 1.2 0.2 Chain Affiliated 127 3.2 1.2 1.4 1.4 0.2

COMPOSITION Number of Responses American Express Diners club Mastercard/Eurocard Visa Other

Independent 414 2.5 0.7 2.2 2.2 0.3

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TABLE 2-9: Indian Hotel Industry Inventory and Chain Affiliation: Technology
Technology in Hotels - Percentage of Hotels Using Each Technology
Less Than 50 Rooms 475 89.9% 46.7 19.4 19.4 15.6 86.5 76.2 34.1 62.5 40.2 53.9 29.7 11.8 8.0 50 to 150 Rooms 308 95.8% 68.2 38.3 51.0 32.8 95.8 90.3 54.6 83.4 72.1 83.4 60.1 29.2 14.6 More Than 150 Rooms 56 92.9% 73.2 51.8 82.1 44.6 96.4 91.1 64.3 94.6 76.8 96.4 85.7 44.6 28.6 Chain Affiliated 184 86.4% 64.1 66.3 60.9 38.6 96.7 92.4 58.7 82.6 70.7 83.7 67.4 37.5 15.2

COMPOSITION Number of Responses Accounting System Call Accounting System Central Reservation System (CRS) Electronic Keycard Energy Management System Internet / E-Mail Internet / Website Intranet System Local Area Network (LAN) Management Information System Point of Sale System for Food and Beverage Property Management System Yield Management System Other

Independent 655 93.9% 54.2 17.9 27.9 19.7 88.9 79.5 39.4 69.5 49.8 63.1 38.2 15.6 10.8

Page 38

3. Indian Hotel Industry Seven Major Cities


Introduction In this section, we present the operating profiles and financial data for different categories of hotels in seven major cities: Bengaluru, Chennai, Goa, Kolkata, Mumbai, New Delhi-NCR and Pune. This section will provide the reader an understanding of hotel performance in these cities. Trends The key trends noted in the 2009-10 survey across the seven major participating cities are presented below.
q

Customer Segmentation: With the exception of Goa, a significant portion of demand (more than 65%) for all the major cities is derived from the commercial segment. While observing the foreign and domestic classification, we observe that New Delhi-NCR, Mumbai, and Goa receive the maximum number of foreign guests, especially in the Five-Star Deluxe, Five-Star and Four-Star categories. Out of the seven major cities, Kolkata receives the minimum amount of foreign guests.

Operating Expenses: The PAR (per available room) energy costs and property operations and maintenance costs, are observed to be the highest in Mumbai. New-Delhi and Bengaluru also show high operational costs. The POR departmental expenses, such as rooms expenses and food and beverage expenses are also higher in these cities as compared to the other cities.

Country of Origin: While USA and the UK continue to remain the primary feeder markets for the country, an interesting trend is the rise of leisure travel from Russia in Goa, forming more than 25% of the international demand for the city. This year also saw increased visitations from the SAARC countries. Hotels in Chennai and Kolkata (especially in the mid market segment) saw increased travel from the SAARC nations, given the proximity of Chennai to Sri Lanka and Maldives, and Kolkata's proximity to Bangladesh.

Seasonality: All the major cities with the exception of Goa continue to be weekday destinations, recording lowest occupancies on Fridays, Saturdays, and Sundays. Goa, being a leisure destination, witnesses lowest occupancies on Mondays and Tuesdays. The months of November, December, January and February continue to be the peak season for hotels across the seven major cities.

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TABLE 3-1: Indian Hotel Industry Seven Major Cities: Facilities and Guest Analysis
Goa Mumbai

Typical Room Profile of an Average Hotel

COMPOSITION Number of Responses 8.3 39.7 5.6 6.3 149.5 10.9 6.2 52.1 12.9 8.9 157.9 12.9 4.9 62.8 3.4 0.7 158.9 13.4 2.5 25.1 3.1 103.7 122.8 12.8 11.3 44.1 6.5 5.2 23.3 3.0 14.7 123.3 20.0 6.3 52.1 2.9

Bengaluru Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 11 34 Five-Star Four-Star Deluxe & & ThreeFive-Star Star 13 18 Five-Star Four-Star Deluxe & & ThreeFive-Star Star 15 72 Two-Star & OneStar 52 18.0 69.3 12.7

Chennai Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 23

Kolkata Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 7 21

New Delhi-NCR Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 12 16

Pune Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 9 32 7.5 29.8 2.5

Air-Conditioned

Single Double Suites

26.8 132.6 13.1

Non-Air-Conditioned

Single Double Suites

Total Average Rooms

0.0 0.0 0.0 172.6

1.2 8.2 0.2 63.2

0.0 0.0 0.0 166.6

1.0 1.4 0.0 73.6

0.0 0.0 0.0 179.6

0.0 0.0 0.0 71.2

0.0 0.0 0.0 173.0

0.6 2.1 0.4 33.8

0.0 0.0 0.0 239.3

0.0 0.4 0.1 62.3

0.2 1.1 0.0 32.8

0.0 0.0 0.0 158.0

0.9 0.9 0.0 63.1

0.0 0.0 0.0 100.0

1.0 5.8 0.9 47.5

Average Number of Food & Beverage Outlets Per Hotel


Goa Mumbai

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1.9 1.0 0.9 3.7 2.9 1.3 0.4 4.5 1.7 0.9 1.4 4.0 4.0 2.1 0.9 6.9 1.9 1.4 0.3 3.6 3.1 1.4 0.7 5.3 1.5 0.8 0.9 3.2 3.6 1.3 0.9 5.7 Goa Chennai Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 19 Five-Star Four-Star Deluxe & & ThreeFive-Star Star 13 14 58.3% 41.7 100.0 30.0% 70.0 100.0 7.6 2.8 2.2 5.0 21.1 58.0% 42.0 100.0 36.1% 63.9 100.0 9.1 3.3 2.3 4.6 45.1 54.1% 45.9 100.0 83.7% 16.3 100.0 4.7 2.4 3.3 1.6 55.0 2.9 2.8 3.3 2.4 35.6 76.3% 23.7 100.0 72.4% 27.6 100.0 Kolkata Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 7 19 62.8% 37.3 100.0 80.3% 19.7 100.0 2.6 2.1 2.2 2.4 28.0 79.8% 20.2 100.0 82.0% 18.0 100.0 3.1 3.8 7.1 2.8 51.0 75.4% 24.6 100.0 69.0% 31.0 100.0 3.7 4.6 5.4 5.2 41.2 51.6% 48.4 100.0 71.6% 28.4 100.0 2.7 2.0 2.2 2.0 45.1

COMPOSITION Number of Responses

Bengaluru Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 11 30 Five-Star Four-Star Deluxe & & ThreeFive-Star Star 13 16 Five-Star Four-Star Deluxe & & ThreeFive-Star Star 14 69 1.4 0.8 1.0 3.2

Chennai Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 8 20

Kolkata Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 7 17

Two-Star & OneStar 33 1.1 0.6 0.6 2.2

New Delhi-NCR Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 12 13 2.6 1.2 1.3 5.1 1.2 0.6 0.5 2.3

Pune Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 9 23 2.6 1.0 1.0 4.6 1.2 0.6 0.5 2.3

Restaurant Bars Others Total

2.8 0.9 0.2 3.9

Guest Analysis
Mumbai

COMPOSITION Number of Responses

Bengaluru Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 10 25

Five-Star Four-Star Deluxe & & ThreeFive-Star Star 13 60 70.5% 29.5 100.0 71.4% 28.6 100.0 3.2 3.5 3.3 2.4 38.3

Two-Star & OneStar 44 77.3% 22.7 100.0 71.8% 28.2 100.0 2.7 3.2 3.6 3.8 53.1

New Delhi-NCR Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 10 13 33.2% 66.8 100.0 60.2% 39.8 100.0 2.8 2.2 4.2 2.6 37.4 67.3% 32.7 100.0 77.3% 22.8 100.0 3.1 1.8 2.8 1.8 47.3

Pune Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 27 52.3% 47.8 100.0 93.7% 6.3 100.0 4.9 3.0 3.3 2.1 34.0 76.2% 23.8 100.0 75.2% 24.8 100.0 5.8 3.4 3.5 3.2 56.9

Domestic Guests Foreign Guests Total

35.6% 64.4 100.0

Total Business Total Leisure Total

88.3% 11.7 100.0

Avg. Stay of Foreign Guests (Days) Avg. Stay of Domestic Guests (Days) Avg. Stay of Business Guests (Days) Avg. Stay of Leisure Guests (Days) Percentage of Repeat Guests

3.1 1.9 2.6 1.8 39.3

TABLE 3-2: Indian Hotel Industry Seven Major Cities: Staffing


Chennai Goa Kolkata Mumbai New Delhi-NCR Pune

Average Number of Total Employees Per Hotel (Permanent / Contract / Full Time / Part Time)

Bengaluru

COMPOSITION Number of Responses

Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 11 27 Five-Star Deluxe & Five-Star 11 Four-Star & ThreeStar 17 Five-Star Deluxe & Five-Star 14 Four-Star & Three- Two-Star & Star One-Star 67 52

Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 7 21

Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 6 18

Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 10 13

Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 9 29

Managers

Supervisors

Staff

Male Female Male Female Male Female

Total 1.7 1.9 2.0 2.1 1.4 1.6 1.7 1.9

39.6 12.6 38.5 5.1 215.8 18.0 329.6 1.7 1.1

6.9 1.0 10.4 1.6 61.7 4.3 85.8

34.1 7.1 37.0 5.7 197.9 20.9 302.7

11.0 1.2 15.9 1.6 100.5 10.1 140.3

43.0 11.3 37.2 7.1 246.1 35.0 379.6

7.5 1.7 10.9 7.8 64.6 10.5 102.9

36.5 10.3 36.0 6.3 138.5 20.8 248.5

3.6 0.9 6.7 1.1 38.7 1.9 52.8

55.8 14.7 50.6 7.6 273.9 35.5 438.1

6.8 1.2 11.4 2.6 68.9 5.5 96.4

2.2 0.4 2.9 0.5 23.0 3.6 32.6

47.9 11.8 56.3 10.6 192.8 22.2 341.6 2.2

3.2 1.0 6.5 1.5 40.5 2.9 55.6 1.3

21.9 4.1 25.4 3.8 122.4 10.4 188.1 1.9

3.5 0.6 5.2 1.0 27.9 2.6 40.8 0.9

Page 41
Chennai Goa Kolkata Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 6 14 Five-Star Deluxe & Five-Star 10 96.4% 77.5 81.4 85.1 14.9 87.2% 79.1 61.0 75.8 24.3 72.8% 69.6 60.9 67.8 32.2 Four-Star & ThreeStar 11 99.6% 96.1 84.1 93.3 6.7 85.2 14.8 77.4 89.5 88.8% Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 6 10 85.2% 79.8 58.4 74.4 25.6 Five-Star Deluxe & Five-Star 10 77.0% 72.4 55.8 68.4 31.6 96.2% 88.5 73.0 85.9 14.1

Average Number of Employees per Room

2.0

Average Percentage of Trained Employees Per Hotel


Mumbai New Delhi-NCR Pune

Bengaluru

COMPOSITION Number of Responses

Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 8 13

Four-Star & Three- Two-Star & Star One-Star 41 20 87.4% 77.7 56.9 74.0 26.0 88.4% 68.8 52.2 69.8 30.2

Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 10 10 82.8% 83.9 76.0 80.9 19.1 97.5% 95.0 61.0 84.5 15.5

Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 8 17 85.2% 83.3 75.0 81.2 18.9 91.8% 86.8 70.9 83.2 16.9

Managers

89.7%

Supervisors

74.9

Staff

49.3

Total Avg. Trained Employees* Total Avg. Un-Trained Employees

71.3 28.7

* Trained Employees includes those with a minimum one-year certificate course from a hotel management or equivalent institution; however, some hotels may have included those with short term (in-house) training

TABLE 3-3: Indian Hotel Industry Seven Major Cities: Financial Report Percentage of Revenue (2009-10)
Goa Mumbai

COMPOSITION Number of Responses 76 10,794 41.4% 3,464 157 35,902 62.9% 5,499 101 24,248 65.8% 3,159 174 41,412 71.1% 5,874 83 18,640 61.0% 2,747 180 42,942 66.3% 6,329 40 9,259 62.7% 2,676 253 55,053 62.8% 8,351 59 13,164 66.3% 4,153 32 8,256 71.0% 1,822 198 41,527 63.8% 8,432 55 13,488 64.4% 2,302

Bengaluru Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 12 Five-Star Deluxe & Five-Star 10 Four-Star & ThreeStar 11 Five-Star Deluxe & Five-Star 13 Four-Star & ThreeStar 38 Two-Star & OneStar 27 94 15,453 50.3% 5,398

Chennai Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 6 10

Kolkata Five-Star Deluxe, Five- Star Three& Four Star & Star Two-Star 5 8

New Delhi-NCR Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 5

Pune Five-Star Deluxe, Five- Star Three& Four Star & Star Two-Star 6 18 53 8,974 53.4% 3,430

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel ( ` ): 54.2% 34.4 8.0 0.3 1.1 1.9 100.0 20.4 65.5 172.3 176.4 7.8 41.6 58.5 7.9 1.8 3.0 1.3 2.9 9.2 26.0 32.5 1.5 0.3 1.5 0.6 4.0 28.5% 0.4 0.3 0.9 0.4 1.9 36.2% 0.5 0.2 0.4 0.1 1.1 33.8% 0.2 0.5 0.9 0.5 2.1 30.9% 0.2 0.3 0.3 0.2 0.9 36.1% 0.8 0.3 0.5 1.5 3.1 36.7% 8.4 3.4 1.2 0.0 3.3 8.3 24.6 38.1 9.4 1.9 2.3 0.6 6.5 9.9 30.5 34.9 12.8 0.6 3.0 1.1 7.9 8.1 33.4 33.0 11.3 0.5 3.0 1.1 6.0 6.6 28.5 37.0 9.1 2.5 3.2 0.0 5.1 7.3 27.2 39.8 13.8 1.5 1.1 0.0 3.5 6.7 26.5 37.9 1.0 0.2 1.6 0.3 3.0 34.9% 20.3 56.8 97.2 106.0 0.9 37.3 62.7 17.2 51.5 171.3 92.4 15.3 34.6 65.4 20.0 60.7 31.8 60.0 1.1 33.6 66.4 20.1 76.0 390.5 36.8 10.0 34.6 65.4 19.2 47.6 88.2 99.9 1.2 33.1 66.9 15.9 66.1 105.2 107.5 1.6 35.5 64.5 12.7 49.0 71.3 32.4 0.4 26.7 73.3 7.6 4.1 2.9 0.8 3.8 9.0 28.2 45.1 1.3 0.2 1.2 0.2 2.9 42.2% 16.5 72.1 51.0 222.0 6.6 35.2 64.8 10.1 2.3 2.8 1.0 6.2 13.0 35.4 29.4 1.1 0.4 0.7 0.6 2.7 26.7% 52.4% 30.9 13.0 0.6 1.0 1.9 100.0 50.8% 37.1 8.8 0.4 1.4 1.5 100.0 62.5% 28.1 2.0 0.6 4.3 2.5 100.0 69.3% 23.5 1.1 0.2 2.3 3.5 100.0 49.6% 25.5 19.5 0.5 1.6 3.2 100.0 61.5% 31.3 5.5 0.5 0.8 0.4 100.0 57.9% 28.7 7.1 0.4 4.6 1.3 100.0 65.8% 23.4 5.8 1.3 1.1 2.6 100.0 74.4% 22.9 0.3 0.4 0.3 1.6 100.0 18.0 100.6 199.9 429.0 55.6 39.9 60.2 13.3 1.0 3.4 0.1 4.8 12.0 34.6 25.5 0.7 0.4 0.4 0.4 1.9 23.6% 59.8% 26.1 5.9 0.7 4.6 2.9 100.0 18.2 67.9 86.7 65.2 0.8 36.2 63.8 6.2 1.5 3.2 0.4 10.9 7.4 29.6 34.2 0.5 0.2 0.1 1.1 1.9 32.3%

173 40,941 65.7% 8,616

60.1% 25.0 9.0 1.2 3.9 0.9 100.0

80.5% 5.8 11.4 0.3 0.3 1.6 100.0 17.6 66.8 245.5 18.3 6.4 26.6 73.4 12.3 0.3 2.5 0.2 3.5 13.1 31.9 41.5 2.9 0.9 2.9 2.2 8.9 32.6%

63.2% 27.9 6.1 0.3 1.0 1.5 100.0 19.0 65.3 130.9 77.3 12.9 35.6 64.4 12.8 4.5 3.6 0.0 6.2 10.7 37.9 26.5 0.5 0.1 6.5 1.3 8.5 18.1%

73.7% 17.0 4.8 1.3 2.2 1.1 100.0 14.2 60.5 56.5 97.4 37.1 26.9 73.1 13.0 2.0 2.0 0.1 4.4 10.3 31.8 41.3 0.5 0.4 0.9 4.9 6.7 34.7%

Page 42

12.3 46.9 61.0 40.9 4.9 25.7 74.3

REVENUE Rooms Food & Beverage Banquets & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME OPERATING EXPENSES Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT FIXED EXPENSES Property Taxes Insurance Other Fixed Charges Rent Total NET INCOME**

9.0 2.1 3.0 0.2 4.8 6.3 25.4 49.0

1.4 0.4 2.9 4.3 8.9 40.0%

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

TABLE 3-4: Indian Hotel Industry Seven Major Cities: Financial Report Amount Per Available Room (2009-10)
Chennai Goa Kolkata Mumbai New Delhi-NCR Pune

COMPOSITION Number of Responses 76 10,794 41.4% 3,464 495,206 314,699 73,043 3,103 10,110 17,715 913,877 101,158 254,074 5,347 17,839 1,380 379,797 534,080 71,795 16,011 27,641 11,976 26,500 83,696 237,617 296,462 13,947 2,625 13,976 5,727 36,276 260,187 10,154 6,107 21,980 8,471 46,713 868,995 7,667 2,580 5,263 757 16,267 506,253 5,252 10,561 20,001 11,416 47,230 691,323 1,598 2,222 2,514 1,311 7,645 320,459 23,071 10,318 14,919 44,473 92,781 1,116,525 201,833 82,383 27,785 79,409 198,030 589,440 915,708 141,154 29,034 33,644 9,297 96,813 147,557 457,498 522,520 287,369 12,392 66,510 24,206 177,029 181,371 748,878 738,553 100,096 4,363 26,746 9,962 53,119 58,305 252,592 328,104 276,787 76,334 96,180 333 153,963 222,892 826,490 1,209,306 139,423 15,105 10,863 34,983 67,722 268,096 383,106 9,707 1,636 15,907 3,335 30,586 352,520 238,004 129,980 89,862 26,339 117,985 283,470 885,640 1,416,720 39,794 7,134 37,714 6,543 91,185 1,325,536 255,228 598,953 15,210 25,574 425 895,389 1,505,147 130,533 354,407 11,188 18,929 3,430 518,487 980,018 280,521 410,420 3,911 58,467 609 753,928 1,487,431 123,460 166,164 6,688 7,522 3,123 306,956 580,696 289,520 652,288 14,361 48,410 1,177 1,005,756 2,035,796 98,828 245,833 5,163 8,990 58 358,872 651,202 231,038 550,315 9,058 47,057 146 837,614 2,302,360 152,567 295,991 9,597 33,803 2,360 494,318 910,432 142,087 32,873 39,549 13,472 87,242 182,221 497,443 412,989 14,729 5,098 9,793 8,870 38,490 374,499 84,109 146,171 5,462 8,228 5,672 249,642 376,688 83,568 6,213 21,087 653 30,148 75,287 216,955 159,733 4,263 2,320 2,757 2,585 11,926 147,806 1,258,867 742,786 312,445 15,654 24,139 46,646 2,400,537 760,738 556,364 131,887 6,532 20,490 22,493 1,498,505 1,399,689 630,107 45,653 12,309 97,427 56,174 2,241,359 615,516 208,554 10,119 1,712 20,425 31,326 887,652 1,509,951 774,573 594,661 16,288 48,440 97,638 3,041,551 621,223 316,510 55,340 4,908 8,366 3,727 1,010,073 1,818,165 901,669 222,100 12,712 145,295 40,033 3,139,974 924,019 329,044 81,666 18,804 15,225 35,992 1,404,750 466,111 143,156 2,210 2,732 1,918 10,203 626,330 1,768,555 770,670 175,496 19,703 134,510 86,285 2,955,220 321,565 642,821 17,073 87,683 726 1,069,867 1,885,352 183,912 44,849 94,623 10,502 323,134 217,573 874,592 1,010,760 14,872 5,749 4,167 31,313 56,101 954,659 157 35,902 62.9% 5,499 101 24,248 65.8% 3,159 174 41,412 71.1% 5,874 83 18,640 61.0% 2,747 180 42,942 66.3% 6,329 40 9,259 62.7% 2,676 253 55,053 62.8% 8,351 59 13,164 66.3% 4,153 32 8,256 71.0% 1,822 198 41,527 63.8% 8,432 55 13,488 64.4% 2,302 560,354 40,679 79,617 2,072 1,978 11,227 695,928 98,545 80,375 5,087 361 722 185,090 510,838 85,628 1,986 17,451 1,444 24,412 90,906 221,827 289,011 20,249 6,365 20,036 15,307 61,957 227,054

Five-Star Deluxe & Five-Star 8 Three-Star & Two-Star 10 Three-Star & Two-Star 8 Two-Star & One-Star 27 Three-Star & Two-Star 5 Five-Star Deluxe & Five-Star 10 Four-Star & ThreeStar 11 Five-Star Deluxe & Five-Star 13 Four-Star & ThreeStar 38

Four-Star, Three-Star & Two-Star 9

Five-Star Deluxe, Five-Star & Four-Star 6 Five-Star Deluxe, Five-Star & Four-Star 5 Five-Star Deluxe, Five-Star & Four-Star 8

Five-Star Deluxe, Five-Star & Four-Star 6 94 15,453 50.3% 5,398 884,350 390,228 84,991 4,366 14,546 21,447 1,399,928 167,971 310,336 5,717 11,244 2,772 498,040 901,888 179,623 63,423 50,727 87,066 149,295 530,134 371,754 7,403 1,933 91,107 17,833 118,276 253,478

Three-Star & Two-Star 18 53 8,974 53.4% 3,430 584,388 134,798 37,856 10,175 17,422 8,431 793,070 82,942 104,459 5,753 16,978 3,131 213,263 579,807 102,781 15,816 15,643 888 34,923 81,992 252,042 327,765 3,825 3,172 7,334 38,567 52,898 274,867

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel ( ` ):

173 40,941 65.7% 8,616

2,044,965 849,514 306,194 40,052 131,359 29,757 3,401,841

Page 43

251,199 542,285 24,423 53,709 1,449 873,066 2,528,775

306,032 69,574 100,562 7,661 163,993 213,869 861,691 1,667,085

REVENUE (` ) Rooms Food & Beverage Banquets & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES ( ` ) Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME ( ` ) OPERATING EXPENSES ( ` ) Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT ( ` ) FIXED EXPENSES( ` ) Property Taxes Insurance Other Fixed Charges Rent Total NET INCOME(` )**

45,921 12,988 98,691 146,438 304,038 1,363,046

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

TABLE 3-5: Indian Hotel Industry Seven Major Cities: Financial Report Amount Per Occupied Room (2009-10)
Goa Mumbai

Bengaluru

COMPOSITION Number of Responses 76 10,794 41.4% 3,464 3,464 2,201 511 22 71 124 6,392 708 1,777 37 125 10 2,657 3,736 502 112 193 84 185 585 1,662 2,074 98 18 98 40 254 1,820 44 27 96 37 204 3,796 32 11 22 3 68 2,102 22 44 84 48 198 2,901 7 10 11 6 34 1,430 97 43 63 186 389 4,680 882 360 121 347 865 2,575 4,000 586 121 140 39 402 613 1,900 2,170 1,206 52 279 102 743 761 3,143 3,100 447 19 119 44 237 260 1,127 1,464 1,160 320 403 1 645 934 3,464 5,069 601 65 47 151 292 1,155 1,650 42 7 69 14 132 1,518 1,093 597 413 121 542 1,302 4,068 6,507 183 33 173 30 419 6,088 1,115 2,616 66 112 2 3,911 6,575 542 1,472 46 79 14 2,153 4,070 1,177 1,722 16 245 3 3,164 6,242 551 742 30 34 14 1,370 2,591 1,214 2,734 60 203 5 4,216 8,533 426 1,059 22 39 0 1,546 2,805 1,061 2,528 42 216 1 3,847 10,574 686 1,330 43 152 11 2,222 4,092 639 148 178 61 392 819 2,236 1,856 66 23 44 40 173 1,683 329 571 21 32 22 976 1,472 327 24 82 3 118 294 848 624 17 9 11 10 47 578 5,499 3,245 1,365 68 105 204 10,486 3,159 2,311 548 27 85 93 6,223 5,874 2,644 192 52 409 236 9,407 2,747 931 45 8 91 140 3,961 6,329 3,247 2,493 68 203 409 12,749 2,676 1,363 238 21 36 16 4,351 8,351 4,141 1,020 58 667 184 14,422 4,153 1,479 367 85 68 162 6,314 1,822 560 9 11 8 40 2,448 8,432 3,675 837 94 641 411 14,090 1,533 3,065 81 418 3 5,101 8,989 877 214 451 50 1,541 1,037 4,170 4,819 71 27 20 149 267 4,552 157 35,902 62.9% 5,499 101 24,248 65.8% 3,159 174 41,412 71.1% 5,874 83 18,640 61.0% 2,747 180 42,942 66.3% 6,329 40 9,259 62.7% 2,676 253 55,053 62.8% 8,351 59 13,164 66.3% 4,153 32 8,256 71.0% 1,822 198 41,527 63.8% 8,432 55 13,488 64.4% 2,302 2,302 167 327 9 8 46 2,859 405 330 21 1 3 760 2,098 352 8 72 6 100 373 911 1,187 83 26 82 63 254 933

Five-Star Deluxe & Five-Star 8 Five-Star Deluxe & Five-Star 10 Four-Star & ThreeStar 11 Five-Star Deluxe & Five-Star 13 Four-Star & ThreeStar 38 Two-Star & OneStar 27

Four-Star, ThreeStar & Two-Star 9

Chennai Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 6 10 94 15,453 50.3% 5,398 5,398 2,382 519 27 89 131 8,545 1,025 1,894 35 69 17 3,040 5,505 1,096 387 310 531 911 3,236 2,269 45 12 556 109 722 1,547

Kolkata Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 5 8

New Delhi-NCR Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 5

Pune Five-Star Deluxe, Five- Star Three& FourStar & Star Two-Star 6 18 53 8,974 53.4% 3,430 3,430 791 222 60 102 49 4,654 487 613 34 100 18 1,252 3,403 603 93 92 5 205 481 1,479 1,924 22 19 43 226 310 1,613

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel ( ` ):

173 40,941 65.7% 8,616

8,616 3,579 1,290 169 553 125 14,333

Page 44

1,058 2,285 103 226 6 3,679 10,655

1,289 293 424 32 691 901 3,631 7,024

REVENUE ( ` ) Rooms Food & Beverage Banquets & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES ( ` ) Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME ( ` ) OPERATING EXPENSES ( ` ) Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT ( ` ) FIXED EXPENSES( ` ) Property Taxes Insurance Other Fixed Charges Rent Total NET INCOME(` )**

193 55 416 617 1,281 5,743

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

TABLE 3-6: Indian Hotel Industry Seven Major Cities: Market Data (2009-10)
Chennai Goa Mumbai

Market Segmentation

COMPOSITION Number of Responses 5.4% 23.1 56.7 0.4 2.6 2.4 1.7 4.8 1.5 1.0 0.3 100.0 6.0% 37.9 15.7 1.5 15.8 4.1 6.4 10.1 3.9 2.3 1.6 100.0 2.5% 33.5 35.7 2.0 5.5 4.3 2.2 7.5 2.0 3.2 1.7 100.0 2.3% 42.8 19.7 1.9 8.6 4.8 2.0 6.0 3.1 4.3 4.5 100.0 1.7% 3.8 3.3 2.8 24.0 20.1 10.6 14.7 5.0 9.3 4.8 100.0 2.0% 21.2 6.6 0.3 18.3 19.7 3.5 3.6 10.8 14.8 1.0 100.0 5.6% 47.3 15.2 1.7 4.1 6.6 2.6 8.4 1.8 3.6 3.2 100.0 21.0% 63.4 9.4 0.4 6.4 3.8 1.2 7.6 4.9 2.2 0.4 100.0 4.9% 22.3 22.0 1.6 9.4 9.1 3.3 15.0 4.0 2.4 6.1 100.0 2.1% 41.0 16.6 0.9 9.6 7.5 3.1 6.6 4.1 3.1 5.4 100.0 5.4% 51.7 10.8 1.4 13.1 6.7 1.3 5.0 4.2 2.2 3.1 100.0 1.9% 19.1 26.3 1.6 6.4 12.1 2.4 10.3 7.4 10.6 1.9 100.0

Bengaluru Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 9 20 Five-Star ThreeDeluxe & Star & Four-Star Two-Star 6 16 2.0% 45.6 23.5 2.4 5.3 5.0 3.1 4.6 4.1 4.3 0.1 100.0 Five-Star Four-Star Deluxe & & ThreeFive-Star Star 12 10 Five-Star Four-Star Two-Star Deluxe & & Three& OneFive-Star Star Star 11 51 35 5.2% 42.2 42.3 1.2 2.7 1.6 0.2 4.0 0.9 0.5 4.0 100.0

Kolkata Five-Star Deluxe, FiveThreeStar& Star & Four-Star Two-Star 6 14

New Delhi-NCR Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 7 8

Pune Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 6 23 5.6% 43.3 19.4 0.8 12.6 3.0 4.7 9.2 2.6 1.2 2.5 100.0

Airline Crew Business Traveller - Domestic Business Traveller - Foreign Complimentary Rooms Domestic - Tourists / Leisure FIT Foreign - Tourists / Leisure FIT Meeting Participants (Less than 100 Attendees) Meeting Participants (Over 100 Attendees) Tour Groups - Domestic Tour Groups - Foreign Other Total

Country of Origin of Guests


Chennai Goa Mumbai

Page 45
Bengaluru Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 6 12 Five-Star ThreeDeluxe & Star & Four-Star Two-Star 5 8 4.4% 5.4 1.4 2.4 4.6 5.1 5.9 4.9 4.7 12.6 1.4 2.6 1.9 12.4 17.6 13.0 100.0 6.9% 3.5 6.0 0.4 3.5 2.0 5.8 3.1 2.3 5.1 1.4 11.1 2.9 9.1 10.8 26.3 100.0 3.8% 1.4 1.6 0.1 1.2 1.4 3.4 1.1 1.3 12.9 27.2 1.5 1.1 18.3 4.2 19.9 100.0 1.3% 2.2 2.3 1.2 1.1 0.9 4.0 0.5 0.9 7.4 25.4 1.9 0.6 35.6 4.7 10.0 100.0 5.1% 6.8 2.5 12.1 3.8 3.0 5.9 7.8 1.9 8.5 1.2 10.5 0.3 13.9 10.1 6.6 100.0 Five-Star Four-Star Deluxe & & ThreeFive-Star Star 10 9 2.5% 5.3 2.2 0.4 2.3 4.0 5.5 2.2 3.0 11.6 0.8 0.9 0.5 14.2 32.5 12.3 100.0 7.4% 3.2 3.3 2.2 4.2 6.3 8.1 4.4 3.7 9.6 3.0 7.3 2.3 10.0 14.1 11.1 100.0 3.9% 6.1 2.3 1.1 7.3 3.7 5.2 11.4 2.7 3.0 2.7 20.5 1.4 13.3 9.8 5.6 100.0 Kolkata Five-Star Deluxe FiveThreeStar& Star & Four-Star Two-Star 5 11

COMPOSITION Number of Responses

Five-Star Four-Star Two-Star Deluxe & & Three& OneFive-Star Star Star 8 33 24 5.1% 2.6 2.3 0.4 3.4 3.0 4.5 2.9 4.4 12.3 1.2 2.2 2.5 18.0 13.2 21.9 100.0 5.8% 2.3 3.6 0.9 4.3 4.0 5.1 3.3 5.6 8.6 6.3 5.4 4.2 12.8 15.2 12.4 100.0 5.9% 2.7 3.1 0.7 3.1 2.3 3.3 1.7 14.7 9.1 1.0 10.6 6.6 14.1 6.9 14.4 100.0

New Delhi-NCR Five-Star Deluxe , Five-Star Three& FourStar & Star Two-Star 8 5 4.5% 5.4 2.9 1.4 4.5 3.6 5.2 8.5 6.3 12.1 2.7 2.0 2.3 7.4 11.7 19.5 100.0 2.2% 3.2 3.3 1.0 3.3 4.1 4.7 8.7 5.2 10.5 4.2 6.0 2.8 12.9 9.0 19.0 100.0

Pune Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 11 4.6% 2.3 3.6 0.9 2.9 3.4 9.8 6.1 1.9 10.7 5.9 2.5 1.4 14.3 12.8 17.1 100.0 4.3% 3.5 6.6 0.2 4.6 7.0 8.2 4.2 3.7 9.2 1.8 4.2 2.2 11.2 20.8 8.4 100.0

ASEAN* Australia Canada Caribbean China France Germany Japan Middle East Other European Russia SAARC ** South Africa UK USA Other Total

* ASEAN: Association of South East Asian Nations ** SAARC: South Asian Association for Regional Co-operation - India, Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives

TABLE 3-7: Indian Hotel Industry Seven Major Cities: Monthly and Daily Occupancy
Goa Mumbai New Delhi-NCR

Average Monthly Occupancy

COMPOSITION Number of Responses

Bengaluru Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 9 21 Five-Star Five-Star Four-Star Two-Star Deluxe , Deluxe & & Three- & One- Five-Star & Three-Star Five-Star Star Star Four-Star & Two-Star 13 55 42 9 13

Chennai Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 17

Kolkata Five-Star Deluxe, Five-Star Four-Star Five- Star ThreeDeluxe & & Three- & Four Star & Five-Star Star Star Two-Star 13 15 7 16

Pune Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 23

Page 46
Goa Chennai Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 17 57.6% 59.8 63.4 58.4 51.4 46.1 48.6 65.5% 69.5 74.2 74.0 68.2 59.7 53.4 65.0% 65.7 66.2 71.0 77.9 80.1 69.1 66.4% 66.2 66.1 66.0 69.3 68.7 64.6 50.6% 52.6 54.4 56.0 49.7 48.4 41.1 Kolkata Five-Star Deluxe, Five-Star Four-Star Five- Star ThreeDeluxe & & Three- & Four Star & Five-Star Star Star Two-Star 11 13 7 15 66.1% 66.7 63.0 63.6 58.8 51.0 45.8 50.4% 55.3 55.6 57.7 53.3 48.0 46.0 63.5% 66.3 66.2 65.7 59.9 51.7 51.6

January February March April May June July August September October November December

61.2% 76.4 69.8 54.0 57.0 58.5 60.1 57.4 63.1 69.2 77.5 58.5

55.2% 57.7 49.9 53.3 53.0 50.3 56.1 50.2 51.1 50.8 57.4 52.9

65.2% 73.4 64.5 59.4 50.8 54.7 57.4 55.4 62.8 64.8 69.2 59.5

66.5% 69.2 61.8 60.0 56.2 62.0 65.9 63.8 65.9 61.8 66.0 75.4

76.3% 78.7 72.0 73.1 64.6 65.2 54.2 59.0 65.1 60.6 72.7 77.0

79.2% 81.5 69.1 63.8 55.1 41.5 39.0 46.0 52.7 61.1 73.6 79.8

70.0% 74.1 61.6 56.5 50.7 57.4 59.6 55.1 60.4 58.0 76.4 75.5

72.4% 74.4 61.7 63.1 56.5 55.7 60.3 56.8 56.5 60.4 73.5 76.5

71.6% 76.5 69.7 63.3 57.0 59.3 58.7 58.4 62.2 63.0 75.0 69.7

65.1% 68.7 63.5 58.8 56.2 57.2 55.8 57.0 58.6 60.0 71.5 73.5

76.5% 74.6 69.0 65.0 63.4 64.3 65.6 66.9 64.0 68.0 74.2 80.0

64.1% 84.6 73.5 85.4 71.6 71.2 76.5 72.0 81.3 74.0 87.4 56.6

60.8% 68.3 59.5 52.7 52.4 50.3 55.3 55.3 60.3 61.9 70.2 61.4

51.4% 58.7 51.6 45.5 46.7 52.3 53.1 38.0 43.1 48.6 64.9 55.1

60.7% 60.0 55.0 57.6 60.2 65.3 62.9 57.0 57.6 60.0 63.4 63.1

Average Daily Occupancy


Mumbai New Delhi-NCR

COMPOSITION Number of Responses

Bengaluru Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 9 23

Five-Star Five-Star Four-Star Two-Star Deluxe, Deluxe & & Three- & One- Five-Star & Three-Star Five-Star Star Star Four-Star & Two-Star 12 53 43 8 13 66.3% 67.5 68.8 67.9 64.3 53.6 51.3 68.7% 71.1 73.1 73.3 89.7 59.8 54.3 76.4% 79.4 75.3 71.1 63.5 55.1 61.5 58.9% 62.6 63.5 60.8 51.7 41.9 42.5

Pune Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 24 53.3% 59.8 60.3 56.1 49.6 40.0 43.4 53.1% 59.1 59.8 57.1 56.4 51.5 44.2

Monday Tuesday Wednesday Thursday Friday Saturday Sunday

70.9% 76.0 79.7 68.4 51.5 50.1 55.6

TABLE 3-8: Indian Hotel Industry Seven Major Cities: Sources of Reservation
Bengaluru Goa Mumbai

Source of Advance Reservations

COMPOSITION Number of Responses 2.7% 54.1 22.5 5.0 6.6 4.0 3.8 1.4 100.0 2.6% 50.0 3.2 6.7 18.3 4.0 6.3 8.9 100.0 0.6% 53.3 8.1 5.0 7.9 15.0 2.9 7.3 100.0 2.1% 63.9 0.8 5.1 14.6 1.5 6.2 5.9 100.0 13.4% 31.5 3.8 6.8 28.4 4.3 3.6 8.3 100.0 1.7% 33.4 1.4 9.4 39.7 3.1 6.3 5.1 100.0 7.0% 65.7 5.8 2.8 10.5 0.7 5.8 1.7 100.0 0.0% 52.3 0.9 9.2 21.2 5.7 4.7 5.9 100.0 12.1% 35.0 4.5 7.4 7.6 16.8 3.8 12.8 100.0 1.5% 52.0 2.6 7.3 13.4 4.4 7.2 11.7 100.0 1.2% 59.2 1.3 5.1 15.3 1.1 5.6 11.3 100.0 2.8% 38.6 7.5 8.9 22.6 7.4 7.0 5.2 100.0

Four-Star, Five-Star ThreeDeluxe & Star & Five-Star Two-Star 9 22 Five-Star Four-Star Deluxe & & ThreeFive-Star Star 12 14 Five-Star Four-Star Two-Star Deluxe & & Three- & OneFive-Star Star Star 12 57 42 0.4% 55.7 3.3 8.7 13.6 2.0 4.0 12.4 100.0

Chennai Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 14

Kolkata Five-Star Deluxe, Five- Star Three& Four Star & Star Two-Star 6 17

New Delhi-NCR Five-Star Deluxe, Five-Star Three& Four- Star & Star Two-Star 9 12

Pune Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 23 5.8% 60.9 8.8 4.7 4.4 6.8 4.8 3.9 100.0 1.7% 62.0 1.5 5.8 8.5 1.8 3.5 15.1 100.0

Chain CRS (Central Reservation System) Direct Enquiry / Hotel Representative Global Distribution System (GDS) Hotel / Chain Website Travel Agent & Tour Operator Other Online Reservation Systems Other Websites Other Total

Page 47
Goa Bengaluru Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 10 22 Five-Star Four-Star Deluxe & & ThreeFive-Star Star 13 14 7.7% 76.9 92.3 76.9 30.8 69.2 84.6 23.1 100.0 84.6 38.5 53.8 53.8 7.7 7.1% 92.9 92.9 7.1 28.6 64.3 50.0 21.4 78.6 85.7 28.6 42.9 7.1 0.0 10.0% 70.0 100.0 90.0 40.0 50.0 60.0 30.0 90.0 100.0 50.0 50.0 0.0 10.0 9.1% 63.6 100.0 45.5 22.7 63.6 54.5 4.6 77.3 59.1 18.2 72.7 9.1 4.6 33.3% 83.3 83.3 83.3 16.7 66.7 33.3 16.7 83.3 83.3 16.7 50.0 33.3 16.7 0.0% 81.3 81.3 31.3 31.3 56.3 56.3 0.0 62.5 43.8 0.0 50.0 18.8 0.0 0.0% 80.0 100.0 60.0 20.0 100.0 80.0 20.0 100.0 100.0 60.0 80.0 40.0 0.0 Chennai Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 6 16 Kolkata Five-Star Deluxe, Five- Star Three& Four Star & Star Two-Star 5 17 11.8% 82.3 82.3 35.3 11.8 58.8 29.4 5.9 70.6 47.1 11.8 47.1 11.8 5.9

TABLE 3-9: Indian Hotel Industry Seven Major Cities: Marketing Media
Mumbai

Marketing Media - Percentage of Hotels Using Each Media

COMPOSITION Number of Responses

Five-Star Four-Star Two-Star Deluxe & & Three& OneFive-Star Star Star 12 60 41 16.7% 75.0 100.0 100.0 50.0 83.3 75.0 41.7 91.7 91.7 33.3 41.7 33.3 16.7 6.7% 83.3 83.3 28.3 20.0 68.3 51.7 8.3 86.7 53.3 11.7 55.0 11.7 6.7 2.4% 73.2 70.7 17.1 2.4 48.8 34.2 0.0 61.0 36.6 7.3 43.9 7.3 4.9

New Delhi-NCR Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 10 9 20.0% 70.0 100.0 80.0 20.0 80.0 60.0 30.0 90.0 100.0 40.0 60.0 10.0 20.0 22.2% 88.9 100.0 66.7 44.4 88.9 44.4 33.3 77.8 88.9 0.0 66.7 11.1 33.3

Pune Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 8 26 12.5% 100.0 75.0 75.0 37.5 75.0 75.0 0.0 87.5 100.0 12.5 37.5 12.5 0.0 23.1% 84.6 84.6 23.1 19.2 69.2 69.2 7.7 80.8 61.5 23.1 65.4 19.2 11.5

Consumer General Media (CGM) Direct Mail Hotel Web Site Loyalty card program Merchandising Other Internet site Outdoor Advertising Pay Per Click Print Advertising Promotions Radio Advertising Telemarketing TV Advertising Viral Marketing

TABLE 3-10: Indian Hotel Industry Seven Major Cities: Payment Methods
Goa Mumbai

Payment Methods Used

COMPOSITION Number of Responses 36.3% 37.8 20.9 5.0 100.0 17.5% 47.5 27.5 7.5 100.0 37.9% 38.9 18.9 4.3 100.0 22.4% 29.6 47.1 0.9 100.0 27.9% 31.8 37.9 2.4 100.0 16.8% 46.4 29.2 7.6 100.0 48.9% 34.4 13.4 3.3 100.0 18.3% 49.8 29.6 2.2 100.0 33.3% 34.3 26.7 5.7 100.0 58.7% 28.6 10.7 1.9 100.0 15.8% 40.9 37.4 6.0 100.0

Bengaluru Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 9 23 Five-Star Four-Star Deluxe & & ThreeStar Five-Star 8 13 31.6% 37.9 27.0 3.5 100.0 Five-Star Four-Star Two-Star & OneDeluxe & & ThreeStar Star Five-Star 13 51 36 11.3% 57.9 28.6 2.2 100.0

Chennai Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 4 16

Kolkata Five-Star Deluxe, ThreeFive- Star Star & & Four Star Two-Star 6 15

New Delhi-NCR Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 9 10

Pune Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 6 24 30.4% 42.5 22.5 4.5 100.0

Cash Sales Credit Card Sales Credit Sales (Other Than Cards) Electronic Fund Transfer Total

5.7% 66.6 24.9 2.8 100.0

Credit Cards Used


Goa Mumbai

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13.5% 2.7 36.5 42.0 5.3 100.0 17.5% 7.5 27.5 30.0 17.5 100.0 10.5% 7.4 36.9 39.3 5.9 100.0 25.7% 0.2 36.9 35.8 1.5 100.0 7.1% 0.9 41.1 49.1 1.8 100.0 27.7% 2.7 28.8 40.6 0.2 100.0 3.0% 1.5 38.7 51.7 5.2 100.0 28.7% 3.4 30.0 35.8 2.2 100.0 Goa Chennai Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 5 9 3.6 2.3 1.4 1.4 0.8 3.1 1.4 1.4 1.4 0.3 3.3 0.7 1.2 1.2 0.0 Five-Star Four-Star Deluxe & & ThreeStar Five-Star 11 12 3.4 0.5 7.3 4.0 0.0 Kolkata Five-Star Deluxe, ThreeFive- Star Star & & Four Star Two-Star 7 13 3.3 2.2 1.2 1.2 0.6 1.4 0.4 1.5 1.7 0.0 3.2 0.5 1.8 1.8 0.7 3.1 1.7 1.1 1.0 0.0

COMPOSITION Number of Responses

Bengaluru Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 9 19 Five-Star Four-Star Deluxe & & ThreeFive-Star Star 8 15 14.2% 1.8 37.1 42.7 4.2 100.0

Chennai Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 4 14

Kolkata Five-Star Deluxe, Five- Star Three& Four Star & Star Two-Star 7 12

Five-Star Four-Star Two-Star Deluxe & & Three& OneFive-Star Star Star 12 52 33 6.2% 2.8 35.6 47.3 8.1 100.0

New Delhi-NCR Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 9 9 27.9% 3.8 30.8 37.1 0.4 100.0 14.8% 0.7 32.2 48.7 3.7 100.0

Pune Five-Star Deluxe, Five-Star Three& FourStar & Star Two-Star 6 20 24.6% 0.9 35.6 38.8 100.0 13.8% 2.0 41.4 40.7 2.2 100.0

American Express Diners club Mastercard/Eurocard Visa Other Total

45.7% 1.6 17.9 28.2 6.7 100.0

Average Credit Card Commission


Mumbai

COMPOSITION Number of Responses

Bengaluru Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 8 13

Five-Star Four-Star Two-Star & OneDeluxe & & ThreeStar Star Five-Star 10 41 31 3.4 0.7 1.5 1.5 0.1 2.8 0.8 2.5 4.0 0.2

New Delhi-NCR Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 7 13 3.3 1.3 1.7 1.7 0.0 3.2 0.5 1.8 1.8 0.7

Pune Five-Star Deluxe, ThreeFive-Star Star & & FourStar Two-Star 7 16 3.4 1.6 1.5 1.4 0.8 3.0 0.3 1.6 1.6 0.1

American Express Diners club Mastercard/Eurocard Visa Other

3.1 1.9 1.2 1.2 0.3

TABLE 3-11: Indian Hotel Industry Seven Major Cities: Technology


Goa Mumbai

Technology in Hotels - Percentage of Hotels Using Each Technology

COMPOSITION Number of Responses

Bengaluru Five-Star Deluxe, Five-Star ThreeStar & & FourStar Two-Star 10 23 Five-Star Four-Star Two-Star Deluxe & & Three- & OneFive-Star Star Star 14 61 42

Chennai Five-Star Deluxe, Five-Star ThreeStar & & FourStar Two-Star 6 15

Kolkata Five-Star Deluxe, Five-Star Four-Star Five- Star ThreeDeluxe & & Three- & Four Star & Five-Star Star Star Two-Star 12 14 7 18

New Delhi-NCR Five-Star Deluxe, Five-Star & Four- Three-Star Star & Two-Star 9 10

Pune Five-Star Deluxe, Five-Star ThreeStar & & FourStar Two-Star 8 26

Page 49

Accounting System Call Accounting System Central Reservation System (CRS) Electronic Keycard Energy Management System Internet / E-Mail Internet / Website Intranet System Local Area Network (LAN) Management Information System Point of Sale System for Food and Beverage Property Management System Yield Management System Other

90.0% 70.0 70.0 90.0 60.0 100.0 80.0 60.0 90.0 80.0 90.0 80.0 50.0 10.0

95.7% 65.2 21.7 47.8 26.1 95.7 78.3 52.2 82.6 65.2 78.3 47.8 21.7 13.0

83.3% 66.7 16.7 66.7 50.0 100.0 100.0 83.3 100.0 83.3 100.0 83.3 33.3 33.3

93.3% 80.0 0.0 73.3 26.7 100.0 93.3 46.7 93.3 40.0 86.7 73.3 20.0 13.3

91.7% 75.0 33.3 100.0 16.7 100.0 83.3 66.7 91.7 83.3 100.0 58.3 41.7 25.0

100.0% 71.4 14.3 35.7 28.6 100.0 100.0 35.7 85.7 71.4 85.7 50.0 21.4 14.3

100.0% 71.4 100.0 100.0 28.6 100.0 100.0 71.4 100.0 100.0 100.0 100.0 42.9 14.3

88.88.% 55.6 16.7 27.8 11.1 100.0 88.9 33.3 61.1 55.6 38.9 27.8 11.1 11.1

100.0% 85.7 57.1 92.9 35.7 100.0 92.9 64.3 100.0 57.1 100.0 78.6 50.0 21.4

96.7% 63.9 19.7 57.4 24.6 96.7 91.8 39.3 77.1 52.5 78.7 42.6 21.3 13.1

90.5% 50.0 4.8 16.7 7.1 85.7 76.2 26.2 54.8 26.2 26.2 16.7 7.1 7.1

100.0% 66.7 44.4 55.6 22.2 100.0 88.9 55.6 88.9 88.9 100.0 100.0 55.6 33.3

90.0% 80.0 50.0 20.0 30.0 80.0 80.0 50.0 70.0 30.0 80.0 60.0 10.0 20.0

100.0% 75.0 37.5 100.0 50.0 87.5 87.5 62.5 100.0 87.5 100.0 100.0 50.0 37.5

80.8% 61.5 15.4 50.0 34.6 76.9 73.1 57.7 69.2 50.0 73.1 57.7 23.1 3.8

4. Indian Hotel Industry Twelve Other Cities


Introduction This section presents the operating profiles and financial data for different categories of hotels in twelve other cities. These cities are Ahmedabad, Coimbatore, Hyderabad, Indore, Jaipur, Kochi, Madurai, Mysore, Shimla, Thiruvananthapuram, Udaipur and Vadodara. This section will provide the reader an understanding of the trends related to customer segmentation, use of technology, operating performance, etc. Qualifying Condition In certain cities, we were unable to fulfil the minimum data requirement of a minimum of four hotels in each representation and have reflected this as 'ID' (insufficient data). Trends Highlighted below are some trends noted in the 2009-10 survey across these twelve participating cities.
q

Sources of Reservation: The main source of reservation across most of the cities is through direct inquiries; more than 40% of the reservations across all the twelve cities come through direct inquiries, and for some cities, this percentage is above 70%. This is largely due to the presence of small, unbranded hotels which are not able to invest in technology or associate with online agents to bring in reservations. The second largest source of reservations across the cities is travel agents and tour operators. This illustrates the important role of travel agents in India, even though internationally their role is being questioned owing to increased use of online technology.

Administrative and General (A&G) Costs: Kochi and Thiruvananthapuram displayed high A&G costs due to the increasing strikes and labour-union issues in the state. Jaipur and Shimla the two major leisure destinations also displayed high A&G costs, due to a high number of residential staff, owing to problems related to obtaining staff in non-metropolitan locations.

Country of Origin of Guests: Similar to the trend observed for the seven major cities, the majority of visitations are formed by guests from the UK and USA. It is interesting to note that Japan is a major feeder market for Coimbatore, owing to visitations for the textile manufacturing units. Jaipur received a majority of its foreign tourists from France and other European countries, and Kochi received increased visitations from the Middle East, owing to a large number of non-resident Keralites working in the Middle East.

Page 50

TABLE 4-1: Indian Hotel Industry Twelve Other Cities: Facilities and Guest Analysis
Coimbatore Hyderabad

Typical Room Profile of an Average Hotel


Indore
Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Ahm'bad

COMPOSITION Number of Responses 2.4 55.2 13.6 74.8 77.0 51.2 2.9 48.7 3.0 1.5 36.5 3.9 1.7 53.3 14.8 8.2 54.5 3.9 4.4 39.7 7.3 0.7 46.8 2.0 0.0 35.9 4.0 0.0 16.1 0.1 1.1 62.9 7.6

Four-Star, Three-Star & Two-Star 15 Three-Star & Two-Star 13 Four-Star & Three-Star 15 Three-Star & Two-Star 6 Three-Star & Two-Star 9 Three-Star & Two-Star 8 Three-Star & Two-Star 11

Four-Star, Three-Star & Two-Star 5

Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 5 13

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 9 13 Three-Star, Two-Star &One-Star 11 1.9 25.7 3.2

Three-Star & Two-Star 10 3.6 42.6 1.8

Air-Conditioned

Single Double Suites

6.1 33.2 4.1

Non-Air-Conditioned

Single Double Suites

Total Average Rooms

0.2 1.7 0.0 45.4

0.0 0.0 0.0 71.2

0.0 0.0 0.0 203.0

0.8 15.0 0.0 70.3

0.2 0.2 0.9 43.2

0.0 0.0 0.0 69.8

0.0 0.3 0.0 66.8

0.0 0.8 0.0 52.3

1.7 8.0 0.0 59.2

5.1 21.1 1.7 67.8

0.0 25.9 5.4 47.5

0.0 1.6 0.0 73.2

0.0 5.3 0.0 36.1

0.7 3.5 0.0 52.2

Average Number of Food & Beverage Outlets Per Hotel


Coimbatore Hyderabad

Ahm'bad

Indore
Kochi Madurai

Mysore

Shimla

Thiruv'puram

Udaipur

Vadodara

Page 51
2.0 1.2 2.4 5.6 2.8 1.8 0.6 5.2 1.7 0.9 1.1 3.6 1.8 0.7 1.3 3.8 2.5 1.4 0.6 4.5 1.5 0.8 1.3 3.5 2.1 1.3 1.3 4.7 Coimbatore Hyderabad

COMPOSITION Number of Responses

Four-Star, Three-Star & Two-Star 14 Four-Star, Three-Star & Two-Star 5 Three-Star & Two-Star 13 Four-Star & Three-Star 15 Three-Star & Two-Star 6 2.3 0.7 0.2 3.2

Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 5 13

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 9 13

Three-Star & Two-Star 9 1.4 0.9 0.7 3.0

Three-Star & Two-Star 8 1.3 0.8 1.3 3.3

Three-Star & Two-Star 11 2.6 0.8 0.6 3.9

Three-Star, Two-Star & One-Star 10 1.4 0.7 0.5 2.6

Three-Star & Two-Star 8 1.6 0.0 0.9 2.5

Restaurant Bars Others Total

1.6 0.1 0.1 1.8

Guest Analysis
Indore
Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Ahm'bad

COMPOSITION Number of Responses 78.3% 21.8 100.0 87.2 12.8 100.0 5.5 3.0 2.0 1.3 73.0 2.5 2.0 1.8 2.0 54.5 3.0 1.5 4.9 2.7 70.0 92.1 7.9 100.0 66.7 33.3 100.0 80.8 19.2 100.0 2.0 2.5 2.9 1.8 71.3 69.8% 30.2 100.0 90.1% 9.9 100.0 94.7% 5.3 100.0

Four-Star, Three-Star & Two-Star 11 Three-Star & Two-Star 13 35.7% 64.3 100.0 33.8 66.2 100.0 2.0 1.9 2.2 1.9 17.2

Four-Star, Three-Star & Two-Star 4

Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 5 13

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 9 13 66.7% 33.3 100.0 57.8 42.2 100.0 2.9 2.6 2.9 2.1 49.4

Four-Star & Three-Star 15 63.6% 36.4 100.0 56.3 43.7 100.0 2.6 2.1 4.3 2.3 37.8

Three-Star & Two-Star 6 78.2% 21.8 100.0 44.2 55.8 100.0 1.7 1.9 2.2 1.7 56.4

Three-Star & Two-Star 5 82.3% 17.7 100.0 60.8 39.2 100.0 2.5 1.9 3.0 2.1 39.4

Three-Star & Two-Star 8 93.2% 6.8 100.0 20.5 79.5 100.0 2.1 2.7 2.3 2.7 22.5

Three-Star & Two-Star 11 52.4% 47.6 100.0 47.3 52.7 100.0 6.7 5.9 2.1 4.9 40.1

Three-Star, Two-Star & One-Star 11 68.9% 31.1 100.0 52.7 47.3 100.0 2.0 2.0 2.0 2.1 48.3

Three-Star & Two-Star 10 74.1% 25.9 100.0 79.7 20.3 100.0 3.1 2.8 2.7 2.6 56.2

Domestic Guests Foreign Guests Total

80.4% 19.6 100.0

Total business Total leisure Total

71.1 28.9 100.0

Avg. Stay of Foreign Guests (Days) Avg. Stay of Domestic Guests (Days) Avg. Stay of Business Guests (Days) Avg. Stay of Leisure Guests (Days) Percentage of Repeat Guests

3.6 2.6 3.6 2.7 58.0

TABLE 4-2: Indian Hotel Industry Twelve Other Cities: Staffing


Hyderabad

Average Number of Total Employees Per Hotel (Permanent / Contract / Full Time / Part Time)
Indore
Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Ahm'bad Coimbatore

COMPOSITION Number of Responses

Four-Star, Four-Star, Three-Star & Three-Star & Two-Star Two-Star 15 5 Four-Star & Three-Star & Three-Star & Three-Star & Three-Star Two-Star Two-Star Two-Star 15 5 8 6 Four-Star & Three-Star 12

Five-Star Deluxe, FiveStar & Four- Three-Star & Three-Star & Star Two-Star Two-Star 4 10 13

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 9 13

Three-Star, Two-Star & Three-Star & One-Star Two-Star 10 9

Managers

Supervisors

Staff

Male Female Male Female Male Female

Total 2.3 2.1 1.5 2.4 2.0 1.1 2.1 0.8

3.7 0.6 6.9 1.7 44.0 2.2 59.1 1.6

10.6 1.2 21.4 1.2 121.6 23.4 179.4

41.0 12.3 32.3 4.0 273.0 34.3 396.8

6.1 0.4 19.5 3.0 69.4 11.0 109.4

8.2 1.4 10.2 1.7 75.1 2.1 98.7

18.7 2.7 15.7 1.4 89.1 5.7 133.2

7.2 0.5 8.2 1.5 54.2 1.9 73.5

9.3 1.4 10.9 1.4 62.5 11.3 96.8

3.0 0.2 6.8 0.8 35.6 9.2 55.6

5.6 1.6 11.6 2.0 65.4 7.8 94.0

4.0 0.0 2.8 0.2 39.8 2.2 49.0 1.0

11.2 1.6 11.6 3.6 65.1 20.5 113.5 1.6

2.8 0.0 3.0 0.2 24.2 0.5 30.7 0.9

5.3 0.4 7.9 1.4 55.6 2.7 73.3 1.4

Page 52
Hyderabad

Average Number of Employees per Room

1.2

Average Percentage of Trained Employees Per Hotel


Indore
Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Ahm'bad Coimbatore

COMPOSITION Number of Responses 90.0% 79.4 60.7 76.7 23.3 71.6 28.4 77.4 22.6 51.8 69.7 85.7 75.0 47.7 35.7 45.4 54.6 77.3% 87.5% 52.7%

Four-Star, Four-Star, Three-Star & Three-Star & Two-Star Two-Star 9 5 98.7% 98.5 77.4 91.6 8.4

Five-Star Deluxe, FiveStar & Four- Three-Star & Three-Star & Star Two-Star Two-Star 4 10 13

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 9 13 99.5% 79.3 76.1 84.9 15.1

Four-Star & Three-Star & Three-Star & Three-Star & Three-Star Two-Star Two-Star Two-Star 15 4 4 6 92.9% 93.2 85.3 90.5 9.5 100.0% 79.2 71.4 83.5 16.5 81.0% 71.7 53.9 68.8 31.2 87.5% 83.3 50.7 73.9 26.2

Four-Star & Three-Star 12 84.2% 82.8 67.3 78.1 21.9

Three-Star, Two-Star & Three-Star & One-Star Two-Star 8 5 84.4% 75.0 62.7 74.0 26.0 88.6% 78.2 70.4 79.0 21.0

Managers

75.3%

Supervisors

60.6

Staff

43.5

Total Avg. Trained Employees* Total Avg. Un-Trained Employees

59.8 40.2

* Trained Employees includes those with a minimum one year certificate course in an educational institute; however, some hotels may have included those with short term (in-house) training

TABLE 4-3: Indian Hotel Industry Twelve Other Cities: Financial Report Percentage of Revenue (2009-10)
Coimbatore Hyderabad

Ahm'bad

Indore
Kochi Madurai Mysore Shimla Thiruv'puram Udaipur

Vadodara

COMPOSITION Number of Responses 71 18,728 75.5% 3,236 182 38,466 57.9% 6,012 99 15,982 52.3% 3,372 44 8,601 65.9% 1,511 81 16,714 57.1% 7,977 64 14,036 55.6% 2,087 64 13,237 60.4% 2,610 66 14,103 61.5% 1,225 88 23,541 73.8% 2,503 50 8,306 47.8% 1,898 97 21,025 55.3% 1,422

Four-Star, Three-Star & Two-Star 6 Three-Star & Two-Star 12 Four-Star & Three-Star 8 Three-Star & Two-Star 4 Three-Star & Two-Star 4 Three-Star & Two-Star 5 Four-Star & Three-Star 6

Four-Star, Three-Star & Two-Star 5

Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 4 4 28 5,135 53.3% 893

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 5 11 Three-Star, Two-Star & One-Star 5

Three-Star & Two-Star 4 59 15,292 76.7% 2,654

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel (`): 51.6% 36.6 9.3 0.2 1.6 0.8 100.0 15.6 54.8 216.7 41.4 4.5 34.3 65.7 4.7 0.7 0.7 0.1 3.6 9.0 18.8 47.0 0.2 0.2 0.0 0.5 0.9 46.1% 0.8 0.4 3.8 0.1 5.1 36.0% 0.8 0.3 2.0 0.0 3.1 13.8% 0.9 0.4 0.8 0.2 2.4 23.0% 0.0 0.0 3.4 0.2 3.6 33.9% 5.8 7.1 2.4 0.0 3.5 7.2 26.1 41.1 6.6 0.4 0.7 0.9 17.0 9.8 35.4 16.8 3.6 1.6 1.1 0.1 4.3 10.6 21.3 25.4 15.1 3.8 0.9 1.3 6.3 8.4 35.7 37.5 9.7 1.9 3.1 0.4 4.9 8.7 28.6 34.8 0.6 0.4 0.6 2.1 3.7 31.0% 12.9 3.2 1.1 0.4 5.3 8.8 31.7 28.5 0.2 0.2 1.0 1.5 2.9 25.6% 17.7 53.6 97.6 59.3 6.0 32.8 67.2 19.0 108.1 119.5 100.1 17.0 47.7 52.3 32.3 66.0 444.2 634.4 10.6 53.4 46.6 19.8 31.1 81.0 101.8 60.5 26.7 73.3 16.1 66.6 266.8 123.7 65.2 36.7 63.3 29.1 50.6 426.1 56.7 7.9 39.8 60.2 22.5 64.3 81.1 100.0 86.1 43.5 56.5 12.9 0.9 2.7 0.0 7.0 13.4 37.0 19.5 0.4 0.4 0.0 0.0 0.8 18.7% 23.1 46.4 43.0 71.9 0.0 32.8 67.2 7.5 2.8 5.2 0.0 5.9 7.4 28.8 38.4 1.2 0.9 2.7 0.2 5.1 33.3% 51.7% 27.4 13.4 0.5 1.7 5.3 100.0 55.6% 23.8 2.4 1.3 5.3 11.6 100.0 39.4% 47.5 11.0 0.2 0.2 1.7 100.0 61.2% 27.5 6.3 0.1 2.5 2.5 100.0 61.4% 24.5 12.3 0.3 0.8 0.6 100.0 47.5% 42.7 6.9 0.1 0.6 2.1 50.9% 38.0 8.6 0.7 0.2 1.5 100.0 64.1% 25.9 4.1 0.1 5.6 0.3 100.0 54.8% 38.6 3.5 0.0 0.1 3.1 100.0 20.0 41.8 5,570.9 621.4 5.7 29.5 70.5 12.6 0.0 1.5 0.0 2.6 9.2 25.9 44.6 0.1 0.4 1.1 0.1 1.7 43.0%

57 12,637 64.7% 3,019

60.4% 29.4 1.8 0.1 0.0 8.3 100.0

57.1% 32.9 5.5 0.6 1.8 2.1 100.0 18.7 75.0 148.8 44.6 3.7 41.3 58.7 12.4 3.3 1.6 2.6 9.1 12.5 41.6 17.2 1.2 1.6 1.8 0.1 4.6 12.5%

53.2% 37.3 5.4 0.5 0.5 3.1 100.0 20.6 51.5 268.5 238.4 17.5 35.8 64.2 6.0 8.2 1.8 0.0 4.3 8.4 28.7 35.5 0.7 0.2 0.1 1.0 2.0 33.4%

54.4% 28.9 11.7 1.1 0.4 3.6 100.0 5.3 56.9 97.2 298.3 1.7 28.3 71.7 14.0 5.2 1.7 0.1 5.2 10.9 37.0 34.7 0.7 0.3 3.0 0.3 4.3 30.4%

Page 53

18.2 87.4 816.5 0.0 6.0 39.9 60.1

REVENUE Rooms Food & Beverage Banquet & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME OPERATING EXPENSES Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT FIXED EXPENSES Property Taxes Insurance Other Fixed Charges Rent Total NET INCOME**

8.7 2.5 2.4 0.0 11.5 8.9 34.0 26.2

1.1 0.2 1.2 0.0 2.5 23.7%

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

TABLE 4-5: Indian Hotel Industry Twelve Other Cities: Financial Report Amount Per Occupied Room (2009-10)
Coimbatore Hyderabad

Ahm'bad

Indore
Kochi Madurai Mysore Shimla Thiruv'puram Udaipur

Vadodara

COMPOSITION Number of Responses 71 18,728 75.5% 3,236 182 38,466 57.9% 6,012 99 15,982 52.3% 3,372 44 8,601 65.9% 1,511 81 16,714 57.1% 7,977 64 14,036 55.6% 2,087 64 13,237 60.4% 2,610 66 14,103 61.5% 1,225 88 23,541 73.8% 2,503 50 8,306 47.8% 1,898 97 21,025 55.3% 1,422

Four-Star, Three-Star & Two-Star 6 Three-Star & Two-Star 12 Four-Star & Three-Star 8 Three-Star & Two-Star 4 Three-Star & Two-Star 4 Three-Star & Two-Star 5 Four-Star & Three-Star 6

Four-Star, Three-Star & Two-Star 5

Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 4 4 Three-Star, Two-Star & One-Star 5 28 5,135 53.3% 893

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 5 11

Three-Star & Two-Star 4 59 15,292 76.7% 2,654

Average Total Rooms Per Hotel: Average Occupied Rooms Per Hotel: Average Occupancy Per Hotel: Average Rate Per Hotel (`): 3,236 2,295 583 12 101 51 6,277 3,372 1,445 145 79 320 701 6,062 640 1,720 94 320 119 2,893 3,169 401 24 42 54 1,032 596 2,148 1,020 46 19 122 187 833 35 17 32 8 91 882 2 5 446 21 473 4,423 138 59 40 3 167 407 815 973 1,970 492 118 167 823 1,090 4,661 4,896 330 63 104 14 166 294 971 1,181 22 12 22 71 126 1,055 710 173 60 24 291 481 1,738 1,569 12 9 57 82 160 1,409 487 1,482 25 44 7 2,046 1,788 1,580 1,369 15 330 195 3,488 9,557 336 831 29 35 14 1,245 2,152 759 1,381 18 20 9 2,187 3,307 276 720 14 5 32 1,047 1,357 310 22 66 168 323 889 469 10 10 0 0 20 448 579 543 1 158 1,282 2,626 292 109 204 231 291 1,127 1,499 48 37 106 7 198 1,301 1,511 1,823 423 6 7 64 3,833 7,977 3,584 820 18 324 322 13,045 2,087 833 416 11 28 21 3,397 2,610 2,347 382 4 36 115 5,495 1,225 914 206 17 5 37 2,405 2,503 1,013 159 3 219 10 3,908 505 1,575 26 42 2 2,151 4,126 1,065 2,542 57 118 37 3,819 7,814 676 828 281 411 839 3,035 4,780 94 43 443 16 596 4,184 298 43 44 3 226 563 1,177 2,949 15 10 1 29 55 2,894 6,012 3,191 1,553 59 199 619 11,633 1,898 1,337 120 0 2 106 3,462 379 609 17 10 6 1,021 2,441 437 52 90 317 896 1,546 2 15 38 2 57 1,488

57 12,637 65% 3,019

3,019 1,469 88 5 415 4,995

1,422 819 137 15 45 53 2,492 266 717 23 20 2 1,028 1,464 310 82 40 65 227 312 1,036 428 29 39 45 2 115 312

893 625 91 8 8 53 1,677 184 369 21 18 9 601 1,076 101 137 30 72 142 481 595 12 3 2 17 34 561

2,654 1,411 569 54 20 174 4,880 140 1,126 52 60 3 1,381 3,500 682 255 82 4 254 531 1,808 1,692 36 14 146 14 210 1,482

Page 55

549 1,361 37 20 25 1,992 3,003

433 123 121 575 443 1,696 1,307

REVENUE (`) Rooms Food & Beverage Banquet & Conferences Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL EXPENSES (`) Rooms Food & Beverage Telephone & Other Minor Operated* Rental & Other Income Total DEPARTMENTAL INCOME (`) OPERATING EXPENSES (`) Administrative & General Management Fee Marketing Franchise Fees Property Operations & Maintenance Energy Total HOUSE PROFIT (`) FIXED EXPENSES(`) Property Taxes Insurance Other Fixed Charges Rent Total NET INCOME(`)**

53 9 61 1 125 1,183

* Minor operated departments include: laundry, gift shop, business centre, news stand, sports, health club, garage, parking and so forth ** Net Income is before depreciation, interest payments and taxes

TABLE 4-6: Indian Hotel Industry Twelve Other Cities: Market Data
Coimbatore Hyderabad Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Indore Vadodara

Market Segmentation

Ahm'bad

COMPOSITION Number of Responses 1.0% 56.0 23.3 1.0 4.3 2.7 1.0 6.3 3.3 1.0 0.0 100.0 9.3% 44.3 20.3 2.3 2.9 2.4 0.6 8.3 0.3 0.6 9.0 100.0 3.0% 33.1 5.3 5.1 12.7 3.9 2.9 12.7 11.6 2.0 7.7 100.0 0.6% 66.8 2.4 3.4 10.8 1.4 2.3 7.8 3.0 0.0 1.4 100.0 0.7% 12.6 8.2 1.1 12.0 24.6 10.8 6.4 7.0 15.0 1.4 100.0 0.4% 42.1 5.7 1.4 17.7 6.4 1.9 7.2 7.6 6.1 3.4 100.0 3.8% 25.3 5.5 3.3 17.5 18.3 3.9 7.2 6.6 8.4 0.3 100.0 1.0% 39.3 7.3 2.3 18.0 9.0 0.8 1.8 10.2 6.8 3.3 100.0 0.0% 36.7 6.7 0.7 42.7 7.0 1.0 0.7 4.3 0.3 0.0 100.0 0.0% 17.5 0.0 1.0 61.3 2.5 1.5 2.5 13.5 0.3 0.0 100.0

Four-Star, Three-Star & Two-Star 9 Three-Star & Two-Star 12 5.4% 27.3 5.6 1.8 14.5 17.3 3.4 5.5 9.5 7.2 2.6 100.0 Four-Star & Three-Star 12 Three-Star & Two-Star 6 Three-Star & Two-Star 4 Three-Star & Two-Star 4 Four-Star & Three-Star 8

Four-Star, Three-Star & Two-Star 4

Five Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 4 7

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star & Heritage Two-Star 7 7 Three-Star, Two-Star & One-Star 10 20.0% 27.4 4.8 2.4 23.5 12.3 3.0 3.9 13.0 9.1 0.5 100.0

Three-Star & Two-Star 9 67.0% 48.0 17.9 1.6 7.4 4.7 2.7 10.8 2.4 2.7 1.2 100.0

Airline Crew Business Traveller - Domestic Business Traveller - Foreign Complimentary Rooms Domestic - Tourists / Leisure FIT Foreign - Tourists / Leisure FIT Meeting Participants (Less than 100 Attendees) Meeting Participants (Over 100 Attendees) Tour Groups - Domestic Tour Groups - Foreign Other Total

2.8% 47.0 8.6 1.4 15.4 4.2 3.9 6.9 5.1 0.8 3.9 100.0

Country of Origin of Guests


Coimbatore Hyderabad Kochi Indore Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Page 56
Four-Star, Three-Star & Two-Star 4 Three-Star & Two-Star 12 10.8% 3.4 7.0 0.4 4.0 6.0 3.8 3.0 0.8 8.2 4.6 0.8 0.6 19.2 20.4 7.0 100.0 0.5% 4.0 3.6 0.7 0.6 16.9 6.5 2.1 1.5 5.7 2.6 5.1 1.2 17.2 12.0 19.9 100.0 2.0% 3.9 3.9 1.7 3.4 4.9 2.3 9.9 3.2 9.4 0.3 2.1 2.4 9.7 13.7 27.1 100.0 5.7% 5.7 2.7 0.0 8.7 2.3 5.3 14.3 3.7 8.3 2.0 4.0 1.0 7.0 13.3 16.0 100.0 0.5% 3.5 4.0 0.0 3.5 3.5 8.5 3.5 2.5 2.5 1.0 1.0 1.0 9.0 15.5 40.5 100.0 5.6% 2.0 1.8 0.8 4.2 4.2 6.8 1.0 1.0 17.8 4.8 3.2 7.6 11.6 19.4 8.2 100.0 Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 4 7 Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star & Heritage Two-Star 7 7 Four-Star & Three-Star 12 5.9% 5.3 2.1 1.1 1.6 6.0 4.0 3.3 12.4 11.0 2.4 6.4 10.0 13.9 10.7 3.9 100.0

Ahm'bad

COMPOSITION Number of Responses

Four-Star, Three-Star & Two-Star 4

Three-Star & Two-Star 4 12.0% 0.1 2.8 0.1 0.1 11.3 23.6 2.7 0.1 6.7 0.1 8.2 0.8 12.5 11.4 7.4 100.0

Three-Star & Two-Star 4 7.5% 6.5 5.0 0.0 0.0 8.5 16.3 1.4 2.8 4.0 1.8 3.3 1.6 16.3 21.5 3.8 100.0

Three-Star & Two-Star 4 0.5% 3.8 9.8 0.3 0.8 5.0 2.0 2.5 7.3 12.6 1.3 3.0 1.8 16.3 27.8 5.5 100.0

Four-Star & Three-Star 8 9.2% 4.2 1.3 1.8 1.1 7.2 6.7 2.7 9.3 15.8 2.9 3.8 3.0 14.7 9.7 6.7 100.0

Three-Star, Two-Star & One-Star 7 3.6% 3.9 2.7 0.1 1.6 15.3 13.1 1.9 1.1 15.0 3.9 15.2 1.0 9.0 5.9 10.0 100.0

Three-Star & Two-Star 4 7.3% 3.0 4.3 0.0 5.3 6.3 11.7 5.3 4.3 10.0 0.0 4.3 0.0 16.7 9.3 12.0 100.0

ASEAN* Australia Canada Caribbean China France Germany Japan Middle east Other European Russia SAARC ** South Africa UK USA Other Total

5.3% 1.5 4.3 0.0 2.0 1.5 6.0 1.5 1.5 7.5 0.5 9.5 2.0 13.5 19.8 23.8 100.0

* ASEAN: Association of South East Asian Nations ** SAARC: South Asian Association for Regional Co-operation - India, Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives

TABLE 4-7: Indian Hotel Industry Twelve Other Cities: Monthly and Daily Occupancy
Hyderabad Indore Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Average Monthly Occupancy

Ahm'bad Coimbatore

COMPOSITION Number of Responses

Four-Star, Four-Star, Three-Star & Three-Star & Two-Star Two-Star 9 4 Four-Star & Three-Star & Three-Star & Three-Star & Three-Star Two-Star Two-Star Two-Star 13 5 4 5 Four-Star & Three-Star 10

Five-Star Deluxe, FiveStar & Four- Three-Star & Three-Star & Star Two-Star Two-Star 4 11 10

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 9 12

Three-Star, Two-Star & Three-Star & One-Star Two-Star 9 9

Page 57
Hyderabad Indore Kochi Madurai Five-Star Deluxe, FiveStar & Four- Three-Star & Three-Star & Star Two-Star Two-Star 4 11 10 56.3% 63.0 67.0 67.0 56.3 45.3 46.8 54.3% 53.7 52.6 59.1 53.6 58.3 54.8 62.6% 69.4 73.4 72.1 65.1 50.4 43.1 69.4% 70.2 72.0 71.8 72.4 72.0 67.8 Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 9 12 53.8% 49.0 44.7 46.1 48.6 54.1 49.6 57.3% 56.0 63.9 66.6 54.0 53.9 49.8 43.5% 46.2 47.3 52.7 55.3 55.2 51.3

January February March April May June July August September October November December

67.1% 69.2 58.2 58.4 59.2 64.6 63.2 64.9 64.2 63.4 77.3 72.7

65.0% 73.5 71.8 69.5 71.0 71.8 71.3 65.8 63.0 63.0 72.3 72.3

49.5% 55.3 56.5 48.0 49.5 50.8 53.0 63.3 59.0 67.5 74.5 53.5

49.6% 55.6 48.7 43.6 49.6 49.9 45.2 52.0 52.9 59.4 64.0 56.4

68.0% 68.5 64.2 63.8 66.0 65.9 60.6 62.3 61.7 67.1 70.5 70.2

70.1% 78.6 67.1 53.9 29.7 32.4 42.8 54.6 55.4 66.8 75.7 75.2

69.3% 66.7 63.1 52.9 45.3 46.8 49.7 52.6 56.0 60.2 67.1 72.4

68.1% 60.5 60.1 58.2 59.0 51.9 51.4 63.7 59.3 65.1 68.8 74.9

59.0% 57.0 51.6 50.0 51.6 48.8 48.8 52.4 57.0 58.4 64.2 63.8

59.3% 54.5 53.3 61.5 81.3 66.0 52.8 53.3 63.3 73.0 66.0 72.5

33.4% 31.4 43.8 53.6 77.8 83.6 54.6 40.0 30.0 41.0 33.4 55.4

72.7% 70.9 59.9 52.8 48.4 40.8 43.8 51.9 48.8 59.0 60.7 70.3

55.4% 61.0 50.8 35.2 34.7 32.4 35.6 41.9 40.4 70.8 74.0 73.9

65.9% 69.3 64.3 65.1 66.0 61.9 58.4 56.4 58.0 60.7 70.3 77.3

Average Daily Occupancy


Mysore Shimla Thiruv'puram Udaipur Vadodara

Ahm'bad Coimbatore

COMPOSITION Number of Responses

Four-Star, Four-Star, Three-Star & Three-Star & Two-Star Two-Star 8 4

Four-Star & Three-Star & Three-Star & Three-Star & Three-Star Two-Star Two-Star Two-Star 13 6 6 5 62.0% 58.0 60.8 64.2 75.0 86.7 79.2 37.0% 37.0 37.0 40.0 57.0 67.0 54.0

Four-Star & Three-Star 10 44.3% 48.9 52.8 51.3 46.4 42.7 40.8

Three-Star, Two-Star & Three-Star & One-Star Two-Star 8 8 40.0% 39.6 39.8 39.9 50.0 52.6 49.4 62.6% 67.6 71.3 72.4 59.6 47.8 43.6

Monday Tuesday Wednesday Thursday Friday Saturday Sunday

54.8% 60.6 67.6 67.4 61.8 50.8 49.0

68.3% 74.3 77.5 78.5 72.3 55.0 50.8

TABLE 4-8: Indian Hotel Industry Twelve Other Cities: Sources of Reservation
Coimbatore Hyderabad Indore Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Source of Advance Reservations

Ahm'bad

COMPOSITION Number of Responses 0.8% 71.3 0.5 8.0 13.3 1.3 0.5 4.5 100.0 88.0% 64.3 7.1 1.8 9.8 14.3 1.8 0.3 100.0 2.2% 63.4 1.5 2.7 17.1 1.9 2.7 8.5 100.0 0.0% 70.9 0.4 6.2 9.0 1.6 3.4 8.5 100.0 11.7% 23.0 1.1 3.4 49.9 3.6 3.3 4.0 100.0 1.1% 51.8 0.4 10.5 29.8 1.3 2.8 2.3 100.0 5.9% 40.6 0.2 5.8 24.5 5.0 6.1 11.8 100.0 0.2% 59.3 0.2 2.0 29.0 3.3 3.7 2.3 100.0 6.7% 38.0 0.0 9.3 32.5 2.5 6.0 5.0 100.0 4.5% 25.0 0.5 2.8 54.2 1.7 6.3 5.0 100.0

Four-Star, Three-Star & Two-Star 10 Three-Star & Two-Star 13 1.5% 40.1 1.2 5.3 33.4 1.2 3.7 13.6 100.0 Four-Star & Three-Star 11 Three-Star & Two-Star 6 Three-Star & Two-Star 6 Three-Star & Two-Star 6 Four-Star & Three-Star 10

Four-Star, Three-Star & Two-Star 4

Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 4 10

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 8 12 Three-Star, Two-Star & One-Star 10 0.5% 32.2 0.5 7.1 40.7 1.5 12.4 5.1 100.0

Three-Star & Two-Star 9 3.9% 62.9 1.6 5.7 10.0 6.7 6.9 2.4 100.0

Chain CRS (Central Reservation System) Direct Enquiry / Hotel Representative Global Distribution System (GDS) Hotel / Chain Website Travel Agent & Tour Operator Other Online Reservation Systems Other Websites Other Total

0.1% 56.0 1.5 11.4 12.5 7.3 4.2 7.0 100.0

TABLE 4-9: Indian Hotel Industry Twelve Other Cities: Marketing Media
Coimbatore Hyderabad Indore Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Page 58
Four-Star, Three-Star & Two-Star 5 Three-Star & Two-Star 13 0.0% 83.3 91.7 25.0 16.7 41.7 41.7 0.0 75.0 75.0 41.7 25.0 8.3 0.0 44.4% 100.0 100.0 66.7 44.4 77.8 77.8 22.2 100.0 100.0 33.3 55.6 22.2 22.2 0.0% 60.0 80.0 0.0 0.0 60.0 0.0 0.0 60.0 60.0 0.0 40.0 0.0 0.0 0.0% 100.0 100.0 75.0 0.0 75.0 50.0 25.0 100.0 100.0 25.0 100.0 0.0 0.0 10.0% 100.0 80.0 40.0 30.0 50.0 90.0 20.0 100.0 40.0 40.0 50.0 20.0 30.0 23.1% 84.6 100.0 23.1 15.4 76.9 53.8 23.1 92.3 76.9 46.2 69.2 23.1 0.0 Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 4 10 Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 8 12 Four-Star & Three-Star 11 7.7% 92.3 92.3 30.8 23.1 61.5 92.3 15.4 92.3 76.9 23.1 69.2 30.8 7.7

Marketing Media - Percentage of Hotels Using Each Media

Ahm'bad

COMPOSITION Number of Responses

Four-Star, Three-Star & Two-Star 11

Three-Star & Two-Star 5 0.0% 40.0 60.0 0.0 0.0 60.0 80.0 0.0 100.0 40.0 0.0 60.0 40.0 40.0

Three-Star & Two-Star 6 16.7% 83.3 100.0 16.7 33.3 83.3 83.3 16.7 100.0 83.3 33.3 50.0 50.0 16.7

Three-Star & Two-Star 6 16.7% 83.3 100.0 16.7 33.3 83.3 66.7 33.3 100.0 83.3 16.7 50.0 16.7 16.7

Four-Star & Three-Star 10 0.0% 90.9 81.8 27.3 9.1 54.5 81.8 0.0 81.8 100.0 27.3 45.5 36.4 0.0

Three-Star, Two-Star & One-Star 10 10.0% 90.0 80.0 20.0 10.0 80.0 50.0 10.0 90.0 60.0 0.0 30.0 10.0 10.0

Three-Star & Two-Star 10 0.0% 90.0 90.0 50.0 40.0 60.0 70.0 0.0 80.0 80.0 20.0 60.0 40.0 0.0

Consumer Generated Media (CGM) Direct Mail Hotel Web Site Loyalty card program Merchandising Other Internet site Outdoor Advertising Pay Per Click Print Advertising Promotions Radio Advertising Telemarketing TV Advertising Viral Marketing

27.3% 72.7 63.6 45.5 27.3 72.7 54.5 18.2 63.6 63.6 27.3 90.9 27.3 9.1

TABLE 4-10: Indian Hotel Industry Twelve Other Cities: Payment Methods
Hyderabad Indore Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Payment Methods Used

Ahm'bad

Coimbatore

COMPOSITION Number of Responses 26.0% 64.8 5.3 4.0 100.0 7.0% 47.0 43.7 2.3 100.0 36.8% 34.7 24.5 4.0 100.0 52.1% 30.1 15.5 2.3 100.0 12.9% 28.3 57.2 1.6 100.0 45.8% 24.9 25.2 4.1 100.0 31.2% 35.6 28.4 4.8 100.0 53.8% 21.7 13.8 10.7 100.0 44.2% 38.3 12.0 5.5 100.0 56.3% 16.3 23.8 3.8 100.0 43.5% 29.4 23.9 3.3 100.0

Four-Star, Three-Star & Two-Star 11 Three-Star & Two-Star 12 Four-Star & Three-Star 13 Three-Star & Two-Star 6 Three-Star & Two-Star 6 Three-Star & Two-Star 4 Four-Star & Three-Star 8

Four-Star, Three-Star & Two-Star 4

Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 4 10

Jaipur Five-Star Deluxe, FiveStar, FourThree-Star Star & Heritage & Two-Star 9 12 Three-Star, Two-Star & One-Star 10 56.2% 24.2 13.4 6.2 100.0

Three-Star & Two-Star 7 42.4% 28.6 21.7 7.3 100.0

Cash Sales Credit Card Sales Credit Sales (Other Than Cards) Electronic Fund Transfer Total

18.9% 39.0 37.3 4.8 100.0

Credit Cards Used


Hyderabad Indore Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Ahm'bad

Coimbatore

Page 59
Three-Star & Two-Star 12 2.8% 0.5 34.5 59.2 3.1 100.0 21.9% 1.0 34.3 40.4 2.5 100.0 8.4% 2.4 39.8 47.3 2.2 100.0 12.3% 2.9 37.5 44.0 3.3 100.0 Four-Star & Three-Star 13 19.5% 2.8 46.5 31.3 100.0 27.7% 1.0 33.3 38.0 100.0 11.1% 7.1 30.0 44.3 7.5 100.0 Hyderabad Indore Kochi Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 4 10 Three-Star & Two-Star 12 2.8 0.7 1.6 1.6 0.3 3.4 1.6 1.2 1.2 0.0 3.5 1.8 1.7 1.7 0.6 Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 9 12 3.3 0.9 1.3 1.3 0.0 3.0 1.0 7.3 5.3 0.1 Four-Star & Three-Star 13 3.7 0.8 1.5 1.5 0.5 3.5 1.8 1.5 1.5 0.4

COMPOSITION Number of Responses

Four-Star, Three-Star & Two-Star 7

Four-Star, Three-Star & Two-Star 4

Five-Star Deluxe, FiveStar & Four- Three-Star & Star Two-Star 4 10 Three-Star & Two-Star 6 0.8% 0.3 29.8 62.3 6.7 100.0

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 9 12

Three-Star & Two-Star 4 7.0% 0.7 38.3 52.7 1.3 100.0

Three-Star & Two-Star 4 3.8% 6.3 38.8 47.5 3.8 100.0

Four-Star & Three-Star 8 10.8% 5.8 35.9 43.9 3.8 100.0

Three-Star, Two-Star & One-Star 8 2.1% 6.9 38.5 50.0 2.5 100.0

Three-Star & Two-Star 6 9.5% 7.5 31.7 47.5 3.8 100.0

American Express Diners club Mastercard/Eurocard Visa Other Total

3.9% 10.3 39.9 43.9 2.1 100.0

Average Credit Card Commission


Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Ahm'bad

Coimbatore

COMPOSITION Number of Responses

Four-Star, Three-Star & Two-Star 5

Four-Star, Three-Star & Two-Star 4

Three-Star & Two-Star 4 1.0 0.8 1.2 1.9 0.0

Three-Star & Two-Star 4 2.0 1.5 2.3 2.3 0.0

Three-Star & Two-Star 4 2.8 0.5 2.0 2.0 0.0

Four-Star & Three-Star 8 2.1 1.1 1.7 1.4 0.6

Three-Star, Two-Star & One-Star 7 1.3 0.3 2.0 1.9 0.0

Three-Star & Two-Star 6 2.8 1.8 13.2 13.2 0.0

American Express Diners club Mastercard/Eurocard Visa Other

3.0 0.9 1.5 1.5 0.3

TABLE 4-11: Indian Hotel Industry Twelve Other Cities: Technology


Ahm'bad Coimbatore Hyderabad Indore Kochi Madurai Mysore Shimla Thiruv'puram Udaipur Vadodara

Technology in Hotels - Percentage of Hotels Using Each Technology

COMPOSITION Number of Responses

Five-Star Four-Star, Deluxe, FiveFour-Star, Three-Star & Three-Star & Star & Four- Three-Star & Three-Star & Star Two-Star Two-Star Two-Star Two-Star 10 5 4 9 12 Four-Star & Three-Star & Three-Star & Three-Star Two-Star Two-Star 13 5 5 Three-Star & Two-Star 6 Four Star & Three Star 11

Jaipur Five-Star Deluxe, FiveStar, FourStar & Three-Star Heritage & Two-Star 7 12 Three-Star, Two-Star & One-Star 11

Three-Star & Two-Star 9

Page 60

Accounting System Call Accounting System Central Reservation System (CRS) Electronic Keycard Energy Management System Internet / E-Mail Internet / Website Intranet System Local Area Network (LAN) Management Information System Point of Sale System for Food and Beverage Property Management System Yield Management System Other

100.0% 80.0 50.0 30.0 40.0 100.0 100.0 60.0 90.0 70.0 80.0 40.0 40.0 10.0

100.0% 60.0 20.0 60.0 60.0 100.0 100.0 60.0 100.0 80.0 80.0 20.0 20.0 20.0

100.0% 100.0 100.0 75.0 50.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 75.0 0.0

100.0% 66.7 33.3 55.6 33.3 77.8 55.6 77.8 55.6 66.7 66.7 55.6 44.4 44.4

100.0% 50.0 0.0 33.3 0.0 100.0 75.0 41.7 83.3 33.3 91.7 25.0 16.7 8.3

100.0% 71.4 71.4 71.4 57.1 85.7 85.7 85.7 85.7 85.7 85.7 71.4 57.1 14.3

100.0% 66.7 41.7 25.0 16.7 100.0 75.0 33.3 91.7 91.7 83.3 58.3 25.0 0.0

100.0% 61.5 38.5 46.2 23.1 100.0 92.3 61.5 92.3 76.9 84.6 46.2 30.8 0.0

60.0% 60.0 0.0 0.0 20.0 100.0 100.0 20.0 60.0 40.0 80.0 60.0 20.0 0.0

100.0% 40.0 60.0 20.0 20.0 100.0 100.0 40.0 100.0 60.0 100.0 60.0 0.0 0.0

100.0% 33.3 16.7 0.0 16.7 100.0 100.0 33.3 50.0 33.3 66.7 16.7 16.7 0.0

81.8% 36.4 45.5 54.5 45.5 90.9 90.9 54.5 72.7 81.8 63.6 54.5 45.5 9.1

90.9% 27.3 18.2 0.0 9.1 90.9 72.7 27.3 63.6 45.5 45.5 36.4 9.1 0.0

100.0% 88.9 66.7 22.2 66.7 100.0 100.0 77.8 77.8 77.8 55.6 55.6 11.1 11.1

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