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INDIAN HOTELS COMPANY LIMITED I PROFILE

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over three decades of leadership experienceat highly-acclaimed hotel groups in Europeand North America.

“We stand out for being a custodian ofIndian hospitality,” he said. “Guests have a strong emotional engagement as all IHCLhotels have the ability to weave Indianheritage and culture into the servicesand offerings. We have summed this upas ‘Tajness’.

Embracing ‘Tajness’ “‘Tajiness’ is this unique feeling and expe-rience, which sets the group apart fromits competitors,” expanded Mr Chhatwal.“Whether it be in a city, resort or livingpalace, guests experience genuinely warmhospitality, synonymous with Indian culture,a refined luxury rooted in the subcontinent’sheritage and authentic culinary fare, inaddition to a world-class level of serviceand accommodation.”

The Taj Mahal Palace is arguably IHCL’smost famous hotel. The iconic building, withits Indo-Saracenic arches and a distinctivered-tiled Florentine gothic dome, was grantedan image trademark in 2017 – the firstinstance of such rights being granted inIndia. In so doing, the Taj Mahal PalaceHotel joins an elite club of landmarks,such as the Empire State Building andthe Sydney Opera House, in securingsuch trademark rights.

Obtaining industry – and country – firstshas been an ongoing tenet throughoutIHCL’s history.

The Indian Hotels Company Limited(IHCL) and its subsidiaries, collec-tively known as Taj Group, is one of

Asia’s largest and finest groups of hotels.The company opened its first property,the Taj Mahal Palace, in Bombay (nowMumbai) in 1903. The Taj Mahal Palace islocated next to the famous Gateway of Indiain Mumbai Harbour. Over the years, the hotelhas been the preferred residence of choiceof visiting royalty, dignitaries and countlessfamous personalities.

Today, IHCL – across its brands – hasa portfolio of 170 hotels globally (includinga further 30 under development) and employsover 32,000 staff. As well India, IHCL hashotels in the USA, UK, South Africa, Zambia,UAE, Malaysia, Sri Lanka, Maldives, Bhutan,Nepal and will shortly be opening its firstin Saudi Arabia.

“India’s tourism has grown hand-in-handwith the development and growth of IHCL,”stated Puneet Chhatwal, Managing Directorand CEO of IHCL. “1.6 million guests stayedat our hotels and resorts last year andthere has been a year-on-year increase in this number.”

Overseeing the continued internation-alisation of IHCL, Mr Chhatwal joined thecompany in November 2017. The CEO has

Quintessentially Indian hospitality

One of India’s – and the world’s – leading hotel brands, Taj, is spreadingthe ‘Tajness’ word across the globe, one guest at a time. Puneet Chhatwal,Managing Director and CEO of Indian Hotels Company Limited (IHCL),spoke to Daniel Barnes about what it takes for this group of luxurioushotels to be considered the custodians of Indian hospitality.

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a pristine beach said to be one of the bestin Asia, Taj Exotica Resort & Spa, Andamanscomprises of 72 villas and is the islands’first five-star hotel.

“Opened on Havelock Island in April 2018,Taj Exotica Resort & Spa, Andamans, is thelatest example of Taj pioneering new desti-nations,” declared Mr Chhatwal. “In linewith Taj’s commitment to sustainabilityand conservation, not one tree was felledduring the construction of the hotel to ensurethat the fragile eco-system of the islandwas preserved. Taj Exotica Resort & Spa,Andamans is also the group’s first zerosingle-use plastic hotel.”

Promoting the Taj brands With such a global footprint, IHCL’s targetdemographic is as varied as its destinations.Whilst the Taj brand has been synonymouswith luxury hospitality ever since its for-mation in 1903, over the years, the companyhas introduced other brands for other targetmarkets. In response to the change in guestexpectations and budgets, IHCL has intro-duced Vivanta in the upscale and midscalemarket, whilst in the lean luxury segment,Ginger was launched to address the needsof price sensitive guests.

“IHCL appeals to all demographics,”acknowledged Mr Chhatwal. “In India

“IHCL has pioneered new tourism circuitsand put them on the global map,” affirmedMr Chhatwal. “In 1974, IHCL put Goa on themap as a luxury destination by launching TajFort Aguada Resort & Spa. In 1982, IHCLwas the only Indian hotel group to have a flagship property in the UK by acquiringSt James’ Court. In 2005, IHCL spread itswings into North America with the openingof The Pierre in New York and later in2007, Taj Boston.”

In 2015, IHCL expanded into the UAE withthe opening of Taj Dubai, and in 2017, TajSwarna in Amritsar, north west India, wasopened. Taj Swarna is strategically locatedapproximately 30 minutes from both theinternational airport and the Golden Temple(Harmandir Sahib) – one of the holiestshrines of the Sikh religion.

Bringing the story bang up to date, in 2018IHCL opened an idyllic beach destinationin the Andamans Islands in the Bay ofBengal. Situated on Radhanagar Beach –

Puneet Chhatwal, Managing Director and CEO

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and beyond, our new brand-scape showcasesa very unique portfolio of hotels, palaces,resorts and safaris covering both businessand leisure travel for domestic and inter-national travellers. The company has a brandcalled Taj Holidays which develops uniqueitineraries and several curated offers tosuit different purposes of travel – be it spavacations, staycations in various city hotels,family getaways, adventure travel andpilgrimage travel.

“Furthermore, IHCL’s award winningloyalty programme, Taj Inner Circle, offersguests a wide variety of destinations andhotels to choose from for their holidays.”

Mr Chhatwal said IHCL has managed to adapt to the digital age throughenhancing the company’s focus onbuilding and expanding its own robust digital infrastructure.

“The Taj experience begins with the company’s digital touch points –tajhotels.com, now available in four addi-tional languages (German, French, SimplifiedChinese and Spanish) and the new mobileapp,” he said. “Web bookings and digital

channels form the crux of our growthstrategy because of their high yield and a great guest booking experience.”

A crucial part of the digitalisation of thehospitality industry over the past decadeis the emergence and rise of social media.

“IHCL realises the importance of socialmedia,” affirmed the CEO. “The companyhas an active presence on platforms suchas Facebook, Twitter and Instagram as guestsare looking to their social media circle toresearch, book, stay in and communicatewith hotels. Through Taj.Live, the company’snew social media command centre, identifi-cation of opportunities to organically engagewith a wider audience through omni-channeltrend tracking and analysis is now possible.”

Proud culinary history One aspect of social media prevalent today,not only with Millennials, is snappingand posting photos of meals. With over300 restaurants in the IHCL portfolio – contributing a significant proportion of the company’s revenue – keen food photographers are spoilt for choice.

“IHCL’s brands pride themselves on theirculinary history and in constantly leadingand pioneering innovative dining options,”said Mr Chhatwal. “We are renowned forpioneering global and regional cuisinesand concepts in India.”

In fact, IHCL has many signature restau-rants that are destinations in their own right,such as Quilon in London; Bombay Brasseriein London, Cape Town and Dubai; Varq inNew Delhi; Thai Pavilion in Mumbai, Delhiand Hyderabad; Golden Dragon in Mumbai,Chennai, and Colombo; Wasabi in Mumbaiand Delhi; and Karavalli in Bangalore.

“For over a century, the group hasintroduced many culinary firsts to ourguests,” added Mr Chhatwal. “Notableamongst which were Sichuan, contempo-rary Japanese, Mediterranean, Thai andVietnamese cuisine.”

And whilst the hotel chain’s global net-work of highly skilled and acclaimed chefsconstantly push culinary boundaries to thedelight of their diners, Mr Chhatwal saidthey also pay close attention to currenttrends, chief amongst which at the

moment are the growing prevalence ofvegan and gluten-free alternatives.

“Veganism and the interest in becominggluten-free are growing trends globally.We acknowledge this and ensure we offerguests exciting, varied options across allour properties to ref lect this.”

Positive market outlookThe Indian hotel sector, when combined withthe hospitality sector, is worth more than$208 billion, accounting for 9.6% of India’sGDP, and is responsible for 8% of the totalemployment in India per annum – which isover 41.6 million people.

In 2017, according to figures from IndiaBrand Equity Foundation, 10.1 milliontourists visited India, ref lecting a CAGRof 7.1% since 2005. Such is the growthpotential of tourism, the Government ofIndia has set a target of welcoming 20million foreign tourists by 2020.

“I am extremely optimistic about thehospitality industry in both India as wellas the global economy,” stated Mr Chhatwal.“There is a huge opportunity in unlockingthe value and full potential of IHCL. Assuch, we have begun the journey by firstarticulating Aspiration 2022, the company’sfive year business strategy.

“We will have a continued focus in executing Aspiration 2022 where we arelooking at increasing our EBITDA marginsby 8%. We are strongly committed to growingthe company whilst creating value for allour stakeholders. We have reimagined andrefreshed our brand-scape which will enableIHCL to expand its portfolio.”

He continued: “There will be a strong focuson growth going forward domestically. Wehave a huge opportunity with Ginger, thecompany’s brand in the lean luxury segment.We want to reposition and reinvigorate theGinger brand.”

Moving forward, Mr Chhatwal said thecompany is continually looking at workingwith appropriate partners who will makethe necessary investments and buy intothe ‘Tajness’ ethos.

“The future is very exciting for IHCL, giventhe rise in domestic travel and increasingdisposable income,” he said. “The potentialto tap the leisure traveller is immense. Wehave successfully pioneered holiday desti-nations and some of our recent openingsand signings have proved this correct. Thismomentum will continue.” n