Hospitality

Hospitality refers to the relationship between a guest and a host, wherein the host receives the
guest with goodwill, including the reception and entertainment of guests, visitors, or strangers.
Louis, chevalier de Jaucourt describes hospitality in the Encyclopedia as the virtue of a great soul
that cares for the whole universe through the ties of humanity
Hospitality ethics is a discipline that studies this usage of hospitality.

Advantages and disadvantages

According to PositivelyIndy, the advantages of hospitality are amazing opportunities,
appreciation, meritocracy, a lot of perks and the ability to exercise creativity. Disadvantages
of hospitality are the requirement to work long and odd hours, challenges of breaking into the
industry, immense pressure from high expectations, standards and deadlines, and realizing the
myth that there is a possibility of encountering public figures, although this is not the norm. The
advantages and disadvantages of hospitality are measured in the eyes of the beholder. Some
people may look at the long and odd hours as a disadvantage. Others may see them as an
opportunity to escape redundancy in a standard schedule. This characteristic presents a high
turnover rate in the hospitality industry. Employers in the industry hire people at an astounding
rate because many of the employees do not look at hospitality as a long-term career plan. For
example, college students need extra money for the summer, so they work in the hospitality
industry because it is easier to get hired and receive a quick paycheck. Another example is the
people who are between jobs. They need quick money to pay bills but are actively looking for
better jobs that pay more and are in their field of expertise.
Hospitality Management refers to many different areas of Tourism; it is essentially the aspects of
travel and tourism which reflect on hotel management, restaurants and different holiday
destinations. This assignment will focus on the inter-relationships between Hospitality
management and Tourism, as well as looking at the integration between the two fields.

The basic function of hospitality is to establish a relationship or to promote exchange of goods

and services, both material and symbolic, between those who give hospitality (hosts) and those
who receive it (guests) [...] (Lashley and Morrison (eds.), 2000:19).

In order to classify Hospitality outlets in travel and tourism, firstly you would need to
examine the different tourist destinations which hold well known hotel chains, restaurants
and catering services. According to Carrerssearch.com, the online source for hospitality,
In the UK hospitality and catering outlets dropped marginally in 2008 to 262,134
establishments, down from 263,053 the previous year.

Hospitality outlets which have been seem to be successful and expand in certain destinations, are
usually those placed in popular tourist destinations and attractions. Those placed in destinations
such as Paris, Hollywood, Cancun or New Zealand are likely to do well and have large tourist
credibility.
Many Hospitality companies use leisure venues which include hospitality, that they undertake in
order to progress within the industry and to reach a wider market. The different outlet include, in
leisure venues;

Casinos
Night clubs.
Theatres.
Theme parks
Attractions.

In travel venues the outlets would include;

Airports.
Rail stations.
Aeroplanes.
Trains.

The free standing Hospitality venues are the traditional outlets such as;

Hotels.

Holiday centres.
Cruise ships.
Bars/ Restaurants.

The three Domains in the Hospitality industry formulated by Conrad Lashley and Alison
Morrison consist of, the social domain in this case refers to the interactions of people and the
services provided, as Hospitality is about the interaction and relationships between them and
their consumers this domain would suit this notion more so then the other two.
The second domain is referred to as the Private domain, this is essentially reflecting on the free
standing outlets as it establishes the relationships of hospitality with their consumers through
food based elements, in this case restaurants, bars and food chains.
The third domain is the Commercial domain is seen as the business side of the hospitality
industry. This refers to how the service or business in promoted to their consumers. It is also
credited as not being an acceptable generalisation, such as the two other domains.

The interrelationships between Hospitality and travel and tourism organisations are
specifically that the tourism industry attracts the consumers to different destinations
around the world, by means of promotion and marketing. Whereas, the Hospitality aspect
of this is they provide the leisure and comfort for the consumers, within hotels,
restaurants and transport.

The Tourism aspect is the demand and the Hospitality is the need, it is the relationship element
which links Tourism and Hospitality, as Hospitality allows the consumers to have a satisfaction
and it delves into creating loyalty between the organisation and consumer which otherwise would
not exist.
Many Travel and Tourism organisations have global connections with Hospitality services in
order to offer deals and services to consumers travelling to those destinations. To provide the best
service for their consumers often travel organisations would help promote Hospitality services
within their own company to spread the word about different companies they are associated with.

As building relationships with Hospitality venues allows them to establish relationships between
themselves and their clients.
For example, in order for organisations to attract more people to their holiday destinations they
would employ a variety of hospitality outlets, whether it is a hotel, restaurant or casino. This is
usually done in expanding tourist destinations where an improvement has been seen in the
amount of tourist each year. This has been the case for certain destinations where casinos and
hotels have been the centre of the tourist attraction, and have created more room for development
in those places as well as increased wealth, such as in Las Vegas, America. The Hospitality
outlets have become the attractions, which has generated more money for the tourism
organisations and expanded their tourist income.

P2
There are two specific levels of integration within the Hospitality sector, which are; The
Horizontal integration and Vertical integration. Horizontal integration is the emergence of
several different aspects or firms into one main management.
However, Vertical integration is the opposite as it refers to a supply chain with more than one
management that produce several different products or services that are combined.
The way this is integrated into the Hospitality business is by different organisations within in the
travel and tourism industry formulating in several different companies being placed under one
management. If you focus on vertical integration this would mean smaller companies such as an
airline company merging with a tour operator, in order to expand the business and within
hospitality create new relationships with different clients.
This could also be done through smaller companies in growing countries combining with larger,
well known organisations to create a name for themselves and to expand within the tourism
industries.

Usually organisations would use horizontal integration rather than vertical integration as
they would be taking over one type of product or service and not several under one
control. It would be more likely for problems to occur with vertical integration as

although it would all be less than one organisation there are still different areas of the
company which have their own management, so it is harder to have an over view of the
entire organisation, in terms of cost, promotion and the general outlook.
The level of integration has risen in the hospitality sector as where destinations are becoming
more popular and desired by people, larger organisations are jumping on the band wagon and
using their Brand or company to support it.
One organisation may take over a hotel chain, restaurants and casinos, all under the same
company but still have different management for each. This would be the same as one company
but different Brands under their control.

An example of the integration, specifically looking at horizontal integration would be if

an airline took ownership of a chain of hotels in different destinations, such as Las Vegas
but also had contracts with other airlines and did maintenance for them.

Integration works more effectively when you have two different areas of the tourism industry
integrated, such as an airline company joining with a travel provider. This allows the company to
branch out into different fields and attract new customers to their company. It also is a good way
for them to promote their brand within the other fields brand, as it can reach a broader
consumer, then just their current customer.
The implications of integration in the hospitality sector would be the organisation which has
many different firms under their control, will find it harder to manage all aspects of those firms.
As with vertical integration those firms would be under one organisation but would still be
controlled by different outlets. This would create problems for the whole organisation; especially
if a major problem arises within one specific sector then the whole organisation would have to go
under crises control in order for it not to tarnish the whole reputation of that brand as well as the
whole organisation.
Integration has and can affecta hospitality organisation because if more than one company or
firm merges then the whole organisation is credited as the main organisation which is in control.
So for example, if Easy Jet and Ryan air which are both known for having affordable flights to

destinations across Europe, decided to merge and one company starts to decline it would affect
the other company also, and would ruin their reputation.
Although integration can be efficient and effective and has its positive points, that does not mean
that there would not be any negative effects due to one management being put in place for two
different brands or companies.
P3
For this section the focus will be on looking at a hotel as part of the hospitality sector, the
target market for this would be dependent on the destination of the hotel, as this could
reflect on the costs and how much money people would spend to stay there, the type of
holiday destination it is. Whether it is in the central of a town surrounded by historic
building for people who enjoy site seeing, by the beach, or allocated in the busiest
restaurant and bar area.
If designing a hotel and marketing it, then it is important to take into consideration many
different factors such as price being the main criteria. People are always looking for the best
deals and offers, so having a hotel which is affordable, in a good location that has a good rating.
The target market chosen would be both male and female, middle class people possibly with
families, as many people are tend to travel in groups or with families that have children it would
be important to have a family based facility on the premises and offer activities and resources for
people of any age to enjoy.
Many airlines offer deals for family trips and holidays so offering that same service in a hotel
business would be both beneficial to airlines who want to promote their business in your hotel
and beneficial to the hotel company who would build a report with different clients and airlines
and attract their consumers as well as new clients.
When looking at affordable but clean, good, well-managed hotels then they usually fall under the
classification of 3 Stars, which is the average for many hotels. Especially now that people are on
a tighter budget they are watching where they spend the pennies much more than before. So any
way they can save money is essential, and by providing them with a good service and many
different facilities in the hotel but at a good price then there would be no second guessing.

For this hotel the exterior would have to coincide with its surroundings, which means everything
which is seen on the outside of the hotel including the hotel itself has to reflect the location and
destination itself.
If this hotel and company would succeed as a franchise and having a chain of hotels located in
many different destinations then it would be best to keep the exterior look of the hotel traditional
and classy.

In this case, the building would be like a set of apartments with possibly 5 stories high,
but unlike many hotels it would have up to 3 or 4 separate buildings surrounding each
other. To separate it from other hotels and nearby hotels, then allowing it to have separate
buildings which are not as high as many other buildings would give it a family feel and
the feel of being in a luxury small village. As it would be surrounding a swimming pool,
with the reception as soon as you arrive into the mini village, closed by large gates.

A playground would be allocated nearby for children to enjoy, surrounded by bars and a food
area outside for people to have their breakfast, lunch and dinner. There would also be small paths
with flowers and grass on the sides leading you to different areas of the village resort.
Now moving to the interior look of the hotels, as they are different compartments and buildings,
each room would have one level, with a balcony. Giving it a very tropical feel with a variety of
flowers surrounding the buildings, which would have a red shade in order to stand out from
nearby hotels. The top of the building would have small roofs to give the feel of a home away
from home feel, almost like a hut style look.
Holiday resorts are becoming more popular in recent years so to create a similar type of look
would be effective and different compared to the competition.

There are a variety of organisational structures to be identified before looking at the

specific one that works best with this particular hospitality outlet.

They include; Pre-bureaucratic structures, Bureaucratic,Post-bureaucratic, Functional structures,

Divisional structures and the Matrix structure. The Pre-bureaucratic structure i best used for
smaller organisations, in order to solve smaller problems. It is useful as it can help control the
companys growth and development.
Bureaucratic structures unlike pre-bureaucratic structures are suited more for larger organisations
rather them smaller companies.
Post-bureaucratic structures are similar to Bureaucratic structures, although they have their own
significance. Post-bureaucratic structures tend to adopt decision making policies which involve
conflict strategies.
Functional structures divide different tasks into specific categories, these involve; marketing,
information technology, research and customer service to name a few.
Divisional structures are broken down into three specific areas; product, market and geographic.
The organisational is often organised into different divisions, based on the three areas.
The Matrix structure usually involves different aspects of organisational aspects which are linked
together, which forms the interaction of different people within the company, for example, a
product manager would report to a manager in a different field of the company.
The operational requirements of this hotels organisational structure would be to focus on the
Divisional structures and the Matrix structures as they relate to the other organisational structures
as well as delve into their own specific fields. For a hospitality outlet it is important to represent
areas such as product, market and geographic, into the companys main criteria, which is what
the Divisional structures offer.
It is important to focus on the consumers demands and needs, when looking at the organisational
structure and Human resource management then peoples individual as well as group
characteristics are just as important.
According to the book, Human resource management in the hospitality industry: An
introductory guide, written by Michael J. Boella and Steven Goss- Turner, to achieve and
improve the performance of an organisation especially in the hospitality industry they need to
specify two elements.

Identifying both individuals and groups weaknesses and strengths so that weaknesses can be
corrected and strengths developed and built upon.
Secondly, Identifying each individuals hopes and aspirations so that, where these do not
conflict with the organisations objectives, they can be satisfied.
A major factor in the organisational development would be commitment as it is important for a
company, in any field to be committed to what it values, offers and promotes, in order to give full
satisfaction for their consumers.
Overall, integration can be a positive improvement for a company especially in tourism and
hospitality but it can also have negative effects. Hospitality and Tourism work well with each
other as the tourism aspect promotes the holidays and the destination; it is the business side of
the field. Whereas, the hospitality aspect of this is the relationship between the consumer and
business, and generally builds the brands loyalty with the consumer.
5 Benefits of Working in Restaurants and Hospitality.
Within the UK one our favourite pastimes is eating out whether it be for that quality family time
over a Sunday roast or to catch up with friends on a Friday night. Not only do we all enjoy a visit
to our local restaurant, gastro pub or fine dining establishment the industry also provides a major
source of employment across towns and cities the length and breadth of the country.
A recent report from the British Hospitality Association claimed that over 20,000 hospitality
businesses across Scotland provide 8.6% of Scotlands jobs. This means that the total number of
Scotlands population working in the industry is over 220,000 making it one of the largest
industry sectors in the country.
It is no surprise that such statistics exist given some of the benefits available to individuals in the
industry. Here are just 5 examples below,
1.

Many restaurant organisations provide fantastic training development opportunities

which can help develop individual skillsets and help develop long and industrial careers. This
allows individuals to progress and forge successful careers regardless of the level of

qualifications and education; in fact most candidates that enter the industry start off in entry level
positions.
2.

Hospitality jobs also offers flexible working hours allowing individuals to fit their work
around social or family lives. With many restaurants open extended hours this allows shift work
from morning to evenings allowing greater flexibility from the standard 9 to 5 office hours.

3.

Hospitality also provides a great platform to meet people and network . Working in
restaurants allows individuals who enjoy engaging with people to meet all types from all
backgrounds but also network with fellow workers and peers from the industry allowing to
promote their individual profile and unearth new opportunities.

4.

Working in restaurants can also be very rewarding and lucrative career. Not only can
candidates earn handsome tips working as a server or host, managers can earn competitive
salaries and Managers of corporate -- and some private -- owned restaurants are commonly
offered yearly or quarterly bonuses as rewards and incentives for maintaining quality service and
favorable profits for the company

5.

Working in restaurants can offer opportunities to relocate and work across the globe
Many restaurant and hospitality brands operate internationally and can provide placements or
international transfers for those seeking to explore or relocate.

The importance of quality Hotel hospitality management system

Management is the key to a successful business. Every business, either big or small requires a
good management, strategic and organized unit of people who can provide the insight and plan
the future of a successful business. The constant development in the hospitality industry have had
made hotel owners to think and agree with the importance of hotel management system in their
business. In the last few years hotel hospitality industry has seen a steep rise in the influx of
consumers. Now, the increase in the number of the customers mean the hotel administration has
to create better facility, services and quality environment to absorb the customers. Handling a

single consumer is far easier than providing quality services to 10-20 guests at a time with
different needs.
The purpose of a competitive hotel management system is to assess the situation and then plan
out strategic reforms to better the quality of the hotel business.
In the recent times there are many effective technologies which have come up for the hotel
industry to ease the work load. The technology can prove beneficial for a hotel business but the
implementation require a competitive hotel hospitality management system in achieving the
better result from the adaptation of technology.
In the absence of good hotel hospitality management system, the business might not succeed to
reach the set goal. The incorporation of the hotel management software could be a real gift to
many hotel owners only when they adopt and have a plan to manage it. It helps and assists in
streamlining of services which can get them maximum output from the resources they have.
Hotel hospitality management software is designed and developed with the idea of providing
the hotel management system with a unique electronic device which can provide assistance,
fulfilling what is required from a better management.
A good management system is backbone of any successful business. This is no hidden secret, for
the fact even the small hotel requires and need to control their spending and expenditure while
expecting better revenue and profit from the business. Managing a hotel business requires skills
and expertise, hence it demands professional hands to look after the activities and streamline it
for best results.
Good hotel hospitality management system not only controls the departments of the hotel
management system but also makes changes, chalk out plans and strategist to make it work
better, in order to utilize the resources in the best interest of the business in increasing the profit.
With internet becoming a major platform to penetrate into new customers, a good management
system can understand and take audacious decision to make some spending to attract customers

and create a new customer base. Better hotel hospitality management system will mean a
better progress of the business towards the achievement of the set goal.

The Group
The Oberoi Group, founded in 1934, operates 30 hotels, a Nile Cruiser and a Motor Vessel in the
backwaters of Kerala. The Group has presence in six countries under the luxury 'Oberoi' and
five-star 'Trident' brand. The Group is also engaged in flight catering, airport restaurants, travel
and tour services, car rentals, project management and corporate air charters.
Oberoi Hotels & Resorts

Oberoi Hotels & Resorts is synonymous the world over with providing the right blend of service,
luxury and quiet efficiency. Internationally acclaimed for all-round excellence and unparalleled
levels of service, Oberoi Hotels & Resorts have received innumerable awards and accolades.
A distinctive feature of The Group's hotels is their highly motivated and well trained staff who
provide exceptionally attentive, personalised and warm service. The Group's luxury hotels have

established a reputation for redefining the paradigm of luxury and excellence in service amongst
leisure hotels around the world.
Trident hotels are five-star hotels that have established a reputation for excellence and are
acknowledged for offering quality and value. These hotels combine state of the art facilities with
dependable service in a caring environment, presenting the ideal choice for business and leisure
travellers.
Our Commitment
The Group's commitment to excellence, attention to detail and personalised service has ensured a
loyal list of guests and accolades in the worldwide hospitality industry.
Recognising the importance of quality training in hospitality management, The Oberoi Group
established The Oberoi Centre of Learning and Development in New Delhi in 1966. Today, this
institution is considered amongst the best in Asia with approximately 100 students graduating
each year.
The Oberoi Group is committed to employing the best environmental and ecological practices in
technology, equipment and operational processes. The Group also supports philanthropic
activities and is a keen contributor to the conservation of nature and cultural heritage.

THE OBEROI GROUP - DHARMA

We, as members of The Oberoi Group are committed to display through our behaviour and
actions the following conduct, which applies to all aspects of our business:

Conduct which is of the highest ethical standards - intellectual, financial and moral and
reflects the highest levels of courtesy and consideration for others.

Conduct which builds and maintains teamwork, with mutual trust as the basis of all
working relationships.

Conduct which puts the customer first, the Company second and the self last.

Conduct, which exemplifies care for the customer through anticipation of need, attention
to detail, excellence, aesthetics and style and respect for privacy, along with warmth and
concern.

Conduct which demonstrates a two-way communication, accepting constructive debate

and dissent whilst acting fearlessly with conviction.

Conduct which demonstrates that people are our key asset, through respect for every
employee, and leading from the front regarding performance achievement as well as
individual development.

Conduct which at all times safeguards the safety, security, health and environment of
guests, employees and the assets of the Company.

Conduct which eschews the short-term quick fix for the long-term establishment of a
healthy precedent.

THE OBEROI GROUP - MISSION

Our Guests
We are committed to meeting and exceeding the expectations of our guests through our
unremitting dedication to every aspect of service.
Our People
We are committed to the growth, development and welfare of our people upon whom we rely to
make this happen.

Our Distinctiveness
Together, we shall continue the Oberoi tradition of pioneering in the hospitality industry, striving
for unsurpassed excellence in high-potential locations all the way from the Middle East to the
Asia-Pacific.
Our Shareholders
As a result, we will create extraordinary value for our shareholders.
THE OBEROI GROUP - VISION

We see an organisation which aims at leadership in the hospitality industry by

understanding its guests; and designing and delivering products and services which enable it to
exceed their expectations. We will always demonstrate care for our customers through
anticipation of their needs, attention to detail, distinctive excellence, warmth and concern.

We see a lean and responsive organisation where decision making is encouraged at each
level and which accepts change. An organisation that is committed and responsive to its guests
and other stakeholders.

We see a multi-skilled workforce; which consists of team players who have pride of
ownership in translating the organisations vision into reality.

We see an organisation where people are nurtured through continuous learning and skill
improvement; and are respected, heard and encouraged to do their best. The Oberoi Group is
recognised as best practice for training and developing its people.

We see a diverse workforce which has been exposed to different cultures, problems and
situations and can use its experiences to enrich the local employees whether in India or
overseas.

We see the world dotted with hotels of The Oberoi Group, in strategic commercial and
resort locations.

We see user-friendly technology enhancing value for our customers and helping our
personnel by making information more accessible.

We see an organisation which is conscious of its role in the community, supporting social
needs and ensuring employment from within the local community.

We see an organisation which is committed to the environment, using natural products

and recycling items, thus ensuring proper use of the diminishing natural resources.

LEADERSHIP

Rai Bahadur Mohan Singh Oberoi

Founder Chairman, The Oberoi Group
Rai Bahadur Mohan Singh Oberoi was born on 15th August, 1898 in erstwhile undivided Punjab,
which is now in Pakistan. He was only six months old when his father died. Success and fortune
did not, therefore, come easily to him. Initiative, resourcefulness and hard work, combined with
the capability to face and overcome the most overwhelming odds can best characterise this
phenomenal entrepreneur.
Rai Bahadur Mohan Singh Oberoi completed his primary education in Rawalpindi and moved to
Lahore for his Bachelor's degree. Shortly thereafter, to flee the ravages of a virulent plague, he
went to seek his fortune in Shimla, the summer capital of British India. Arriving penniless, he

found a job at a monthly salary of INR 50, as the front desk clerk at the Cecil Hotel. Today, The
Oberoi Group owns the hotel The Oberoi Cecil where the young Mr. Oberoi found his mtier.

P.R.S. Oberoi
Executive Chairman, EIH Limited
Mr. P.R.S. Oberoi is the Executive Chairman of EIH Limited, the flagship company of The
Oberoi Group. He is also the Chairman of Oberoi Hotels Private Limited, the major shareholder
of EIH Limited. Popularly known as "Biki", Mr. Oberoi is the son of late Rai Bahadur Mohan
Singh Oberoi, the founder of The Oberoi Group.
Mr. P.R.S. Oberoi was educated in India, the United Kingdom and in Switzerland.
In addition to providing leadership for the management of luxury hotels in several countries, Mr.
Oberoi has been instrumental in pioneering the development of the new Oberoi hotels and
resorts. The "Oberoi" brand has come to represent fine luxury hotels.
Mr. Oberoi is credited with placing Oberoi hotels on the international luxury travellers' map with
the opening of several new luxury hotels in important locations, thus redefining architectural and
design standards in luxury hospitality. A key aspect of this is the development of hotels that
reflect their environment.

It is Mr. Oberoi's firm belief that people are the most valuable asset of any organisation.
Recognising the importance of quality in hospitality management, Mr. Oberoi established 'The
Oberoi Centre of Learning and Development' at New Delhi in 1966. Today, this institution is
considered amongst the best in Asia.

THE OBEROI AMARVILAS, AGRA

The Oberoi Amarvilas enjoys an unrivalled position, just 600 metres from the iconic Taj Mahal.
Each of our rooms affords uninterrupted views of this ancient monument to love, while elements
of the layout and design pay homage to its Mughal splendour.
The hotel is approached along a sweeping driveway, verdant with native trees and lit by flaming
torches. Just inside, a Mughal style quadrant is ornamented with cascading fountains and framed
by an arched passageway and gold leaf frescoes.
By day, guests can travel in our private golf buggies to the Taj Mahal. At night, they can savour a
candlelit dinner beside its soft silhouette.

THE OBEROI, MUMBAI

The Oberoi, Mumbai enjoys an unrivalled position on the exclusive Marine Drive, with
unparalleled views of the ocean, and the Queen's Necklace - a golden crescent of lights that
adorns the shoreline after dark.
The centrepiece of the hotel is the atrium lobby, abundant with natural light that flows through
our tremendous skylight and large floor-to-ceiling windows. Tiled in flawless white Thassos
marble and featuring a contemporary, black granite waterbody, all rooms, restaurants and spa
facilities revolve around and branch off this focal point. In the midst of it all, a stylish, red piano
occupies centrestage.

OBEROI EXPERIENCES

Serene surroundings. Luxurious rooms. And legendary service. A stay at Oberoi Hotels promises
all of these benefits and more. The next time you visit, you could leave with something even
more memorable - an Oberoi Experience. So as you make your reservation with us, give our
menu of experiences a close look. With personalised options for each destination, you could well
have an Oberoi Experience that stays with you long after your holiday ends.

SPECIAL OFFERS. BY OBEROI.

Oberoi Hotels & Resorts invite you on a journey of discovery. Escape to destinations where
spectacular landscapes, historical wonders, magnificent beaches and wild adventure promise to
create memories for a lifetime.
Luxurious settings, impeccable service, international cuisine and pampering spa treatments come
together to create the perfect holiday.

Suite Surprises
Expansive suites with unparalleled views, complimentary breakfast, internet, airport transfers in
a limousine and much more. Suite Surprises at The Oberoi, Mumbai and The Oberoi, Dubai is
available at a price that will be a pleasant surprise.

MAGNIFICENT DUBAI.
Experience the sophisticated glamour of Dubai and relax with our legendary hospitality.
The Oberoi, Dubai is a contemporary luxury hotel that embodies height, light and space and
overlooks the iconic Burj Khalifa. The hotel is located within minutes from Dubai Mall and
Dubai International Financial Centre and is a 20 minutes' drive from Dubai International Airport.
Extend your stay and get more!
Explore Dubai at leisure. Enjoy a complimentary fourth night with every three consecutive paid
nights when you stay with us before 15th September, 2015.
Offer Rates
16th July to 15th September, 2015
INR 13,750

AED 800

16th September, 2015 to 31st March, 2016

INR 19,000

AED 1,100

The offer price is per night and is applicable on a minimum stay of 2 nights.
Offer Inclusions

Accommodation in a Deluxe City View Room for two guests.

Daily breakfast for two guests.

Complimentary upgrade to Luxury Pool View Room.

Complimentary high speed Internet access.

Savings of 20% on Spa therapies.

Savings of 20% on food and beverage.

Late checkout until 6 pm.

Complimentary transfers to Dubai Mall.

UNFORGETTABLE HOLIDAYS

'Unforgettable Holidays' offers a unique opportunity to relax and rejuvenate in some of the finest
hotels in the world. Tranquil surroundings, elegant interiors and beautifully landscaped gardens
with reflection pools create a soothing and intimate ambience.
Offer Rates
Hotels

The Oberoi Amarvilas, Agra

The Oberoi Rajvilas, Jaipur

The Oberoi Udaivilas, Udaipur

Rates
1st July to 30th September, 2015
Sunday to Thursday
INR 23,000 per night
Friday and Saturday
INR 26,000 per night
The

offer

is

applicable

on

minimum

stay

of

nights.

Prices are in Indian Rupees and exclude 8.4% taxes till July and 18.4% post July in Jaipur,
Udaipur and 13.4% taxes in Agra throughout the offer period.
Offer Inclusions
Accommodation in a Premier Room.
Daily breakfast.
Cocktail hour every evening from 6pm to 7pm (including select wines, spirits and beer).
20% savings on food, beverages and spa therapies.

Additional Benefits

Receive the third night with our compliments on booking two consecutive paid nights.
OR

Complimentary additional room for two children, up to 12 years of age (on room only
basis).
Reservations
Reservations are subject to availability of rooms allocated to this offer at the time of
making the booking.