hotel industry- portfolia analysis

Portfolio Analysis of Hotels Industry

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Submitted by –

Section C – Group-11

PGP2011553 ANKIT PANDEY

PGP2011605 KUSHAL CHITTAM

PGP2011752 NIRAJ SOUNDARARAJAN

PGP2011772 PAUL PRATAP

PGP2011799 PULKIT MAHESH

PGP2011834 ROOPAKSHI PATHANIA

PGP2011917 SREE RAMYA T.


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Table of Contents Industry Overview………………………………………………………………………………………………………………………3

Factors for Growth of the Industry…………………………………………………………………………….…..3

Challenges and Trends……………………………………………………………………………………………………4

Key Metrics……………………………………………………………………………………………………………………4

Industry performance………………………………………………………………………………………………..….4

Critical Success Factors………………………………………………………………………………………………….5

Analysis of factors influencing this industry…………………………………………………………………..5

Models of Ownership………………………………………………………………………………………………….…6

Revenue and Cost Structure…………………………………………………………………………………………..6

Hotel Industry Classification in India………………………………………………………………………………7

Porter’s Five Forces Analysis………………………………………………………………………………………….8

Industry Analysis- GE/ McKinsey Matrix…………………………………………………………………………………….11

Company Analysis……………………………………………………………………………………………………………………..12

Indian Hotels Company…………………………………………………………………………………………………12

Strategic Outlook………………………………………………………………………………………………………….13

SWOT Analysis for Indian Hotels…………………………………………………………………………………..13

BCG Matrix for Indian Hotels………………………………………………………………………………………..13

Management Discussion and Analysis…………………………………………………………………………..15

Ansoff Matrix for Indian Hotels Company……………………………………………………………………..16

Joint ventures, subsidiaries, associates…………………………………………………………………………17

Partnerships and Alliances…………………………………………………………………………………………...17

Parenting Advantage………………………………………………………………………………………………….…18

Impact of Union Budget 2012-13 on the Hotel Industry and Recent Developments…………………..18

Appendix………………………………………………………………………………………………………………………………….19

References……………………………………………………………………………………………………………………..………..26


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Industry Overview:

Tourism in India is the largest service industry, with a contribution of 6.23% to the national GDP and

8.78% of the total employment in India. Visiting foreigners has reached a record 3.92 million and

consequently International Tourism receipts have also risen to US $ 5.7 billion. The World Travel and

Tourism Council (WTTC) have named India along with China as one of the fastest growing tourism

industries for the next 10 to 15 years. The Indian hospitality sector is expected to show a healthy

growth and according to the Ministry of Tourism, the contribution of tourism to India's GDP is 5.9

per cent as compared to worldwide average of 11 percent.

Year to date hotel performance results for 2011

ADR = Average Daily Rate; RevPAR = Revenue per available room

= Average Daily Rate*Occupancy

Factors for Growth of the Industry:

Growth in Tourism: India being a land of rich natural diversity has consistently been on the tourists’

radar and tourism has been on a growth trajectory. India is presently considered as a provider of low

cost medical treatments which has led to the development of India as a destination for medical

tourism. India is to become a major hub for medical tourism with revenues from the industry

estimated to grow to $2.2 Bn by 2012.


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Opening of the Aviation Sector: The opening up of the aviation sector has also provided the much

needed thrust.

Emergence of Budget Hotels: Major players diversifying into the mid-market segment to develop

budget hotels has also been an added driving force. Such hotels are constructed to tap prospective

consumers who seek stay at affordable price. International companies are increasingly looking at

setting up such hotels.

Shortage of Hotel Rooms: Imbalance in increase in tourists both domestic and foreign who are not

being supported with equal number of rooms is a latent source of opportunity for growth. India

currently has 200,000 hotel rooms spread across hotel categories and guest houses and is still facing

a shortfall of over 100,000 rooms.

Major Events: Additionally, the rise in major events being organized in India has also posed as a chief

driver for the sector.

Infrastructure Development: Infrastructure development especially in Tier II and Tier III cities has

also led to growth in travel and tourism industry which has thus led to growth of hotels industry.

Challenges and Trends:

However, the sector is also facing certain challenges. Factors such as socio-political concerns, lack of

infrastructure and increasing operating costs pose as barriers to the growth of this sector.

The major trends identified in the market are entry of foreign players, franchising model of

operation and special services for female guests. This sector is also affected by certain Government

regulations such as the setting up of Hospitality Development and Promotion Board, changes in the

taxation system as well as tourism enhancement.

Key Metrics:

Two key metrics used to analyze the Hotel industry are as follows:

Average occupancy: The average percentage of the times in a year when the room is occupied. This

number usually fluctuates as the hotel industry is highly cyclical with high demand for rooms when

tourist influx is high.


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Average room rate: Average rate charged per night per room. This number can also fluctuate with

demand.

Critical Success Factors:

Site & Location: This is the most critical factor. Distance from Central Business District, accessibility

& transportation systems are crucial.

Positioning & Guest Profile: Investment made in the assets and services, target customers, services

offered, the people providing these services and pricing play a major role in the success of a hotel.

Brand Recognition: Branding is the most challenging amongst all marketing strategies. It is

important in places where people are brand-conscious

Financial Strength: New hotel properties have a high break-even point. Early mover advantage is

used by existing players

Maintaining Consistency: All staff must have same attitude. Since image can be tarnished by minor

slip-ups, positive outlook & ability to work as a team are most important

Yield Management: Process of understanding, anticipating and influencing consumer behaviour so

that revenue or profits can be maximised from a fixed, perishable resource. Sell the right resources

to the right customer at the right time and right price. Industries using yield management include

airlines, hotels, stadiums and other venues with a fixed number of seats and advertising.

Combination of historical and current information management, policy supports, procedural support

and statistical models

Applications of IT: New roles like cutting costs & luring customers. With expanding operations,

monitoring of assets was necessary. This led to the creation of Property Management System. Major

advantages are reduction in costs, lesser use of human resources & ease of operations

Differential Pricing: Discounts offered leading to increased occupancy rates but ARR does not

increase proportionally. Magnitude of discount varies with client location & size of hotel

Analysis of factors influencing this industry:

Travel destinations can be classified into two groups: Business and Leisure. The following are the

factors influencing these categories:

Cyclical nature

This industry, the hospitality sector, witnesses sustained growth and increasing Average Room Rates

(ARRs) and Occupancy Rates (ORs) during favourable macroeconomic determinants such as higher

nominal GDP. On the contrary, the trend tends to decline during phases of economic downturn.

Business destinations are sensitive to macroeconomic indicators to a greater extent. Terror acts such

as the attacks on the World Trade Centre, in Bali, Mumbai, etc., the outbreak of the H1N1 influenza,

bird flu and other such deadly diseases have resulted in a decline in Free Trade Agreements (FTAs)

during the respective periods caused a negative effect on RevPARs.

Seasonal changes

This industry is highly influenced by seasonal factors. The peak season for business and leisure

destinations is the period January-March. Business destinations maintain ORs at a constant rate of

about 5-10% lower than the peak season from April-November. But in December, they exhibit a


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sharp increase due to the Christmas-New Year holiday across the world. On the other hand, leisure

destinations are faced with lower ORs of about 55% during the period May-October while it is above

70% in December.

Average Length of Stay and Occupancy Patterns

There is higher demand for rooms in business destinations during weekdays and the average length

of stay is between 2 to 2.5 nights with lower occurrences of double occupancy. In the case of hotels

in leisure destinations, one can see a higher OR during weekends and a longer stay of around 2-3

nights coupled with an increase in double occupancy.

Models of Ownership:

Broadly, there are four ownership models in the hotel industry. They are:

Full Ownership: This type of ownership warrants huge capital allocation and the owner undertakes

higher risk. It also gives the owner full control over pricing, operating expenses and business

decisions.

Management Contract: Under this form, certain individuals called as operators run the hotel and

receive remuneration directly from the owner as a percentage of sales, around 2-3%, and an

incentive fee, around 8-9% of operating profit.

Franchise: In this case, franchisors license their brands, thereby giving the hotel owner to use the

brand and reserve rooms. The franchisees need to comply with certain conditions and standards

stipulated by the franchisors and are subjected to checks. Franchisees pay fees in the form of an

initial fee plus a royalty.

Lease and License: Here, the owner of the property leases it for a definite duration. The lease rental

is deducted from the gross revenue and a penalty is imposed if the agreement is not adhered to.

Also, the licensor earns revenue in the form of a license fee and the revenue earned is given to the

operator.

Revenue and Cost Structure

Hotel revenues are classified primarily under three categories:

Room revenues: These are all the revenue received from room tariffs. It contributes 50-55% of the hotel revenues and has an operating margin in the range 65-75%. The total room revenue is calculated as Room revenues = Room nights sold * Average room rate where, Room nights sold = Number of rooms * Occupancy rate *Time period


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F & B revenues: This includes revenues from restaurants and banquets. Food and beverages provide

30-35% of the hotel revenues and have operating margins in the range of 40-60% percent. Various

factors play a key role in determining F & B revenues : Occupancy rate of the property, Banquets and

Conferences, Hotel Location

Other revenues: Other revenues include revenues from spa services, telecommunication services,

laundry services and transport services provided by the hotel. These contribute 10-15% of the total

hotel revenues.

Hotel Industry Classification in India

Hotels in India are broadly classified into 7 categories by the Ministry of Tourism, Government of

India based on the service they offer. These 7 categories are five-star deluxe, five star, four star,

three star, two star, one star and heritage hotels. These hotels can be clubbed into various segments

as shown below

Figure 1 Structure of Indian Industry

Premium and Luxury segments

This segment comprises the high-end 5-star deluxe and 5-star hotels, which mainly cater to the

business and upmarket foreign leisure travellers and offer a high quality and range of services

Mid-Market Segment

This segment comprises 3 and 4 star hotels, which cater to the average foreign and domestic leisure

traveller. This segment also caters to the middle level business travellers since it offers most of the

essential services of luxury hotels without the high costs since the tax component of this segment is

lower compared with the premium segment.

Budget Segment

These comprise 1 and 2 star hotels referred to as ‘Budget Hotels’. These categories do not offer as

many facilities as the other segments but provide inexpensive accommodation to the highly price-

conscious segment of the domestic and foreign leisure travellers.

Heritage Hotels

In the past four decades, certain architecturally distinctive properties such as palaces and forts, built

prior to 1950, have been converted into hotels. The Ministry of Tourism has classified these hotels as

heritage hotels.

Others

At any point in time, applications for classification are usually pending with the Ministry of Tourism

because of which such properties remain unclassified. The number of hotel rooms pending

classification has declined from historical 15-20 per cent to 5 per cent of the total rooms available in

the recent past

Structure of Hotel Industry in

India

Premium and luxury segment

Mid-Market segment

Budget Segment Heritage Hotels Others


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The Ministry of Tourism, Government of India has set some guidelines for the star classification as

given in the table

Porter’s Five Forces Analysis:

Hotels - Star classification criteria

Criteria 1-star 2-star 3-star 4-star 5-star 5-D

Minimum number of lettable rooms 10 10 10 10 10 10

Minimum size of bedroom excluding

bathroom in sq ft

120 120 140 140 200 200

Minimum size of bathroom in sq ft 30 30 36 36 45 45

Percentage of rooms with A/C1 > = 25 > = 25 > = 50 100 100 100

PC available for guest use with internet

accessD D N N N N

Telephone facility for guests in room D N N N N N

Cuisine offering (Indian and continental)- -

Multi Cuisine Multi

Cuisine

Multi

Cuisine

Multi

Cuisine

Bar/permit room2 - - - N N N

Parking space D D N N N N

Staff: Knowledge of English D D N N N N

Other facilities

Lobby and separate ladies and

gentleman's cloakrooms - - N N N N

Swimming pool - - D D N N

Book Shop D D D D N N

Travel desk facilities N N N N N N

Money changer D D D D D D

Safe keeping / in room safe - - - N N N

Criteria 1-star 2-star 3-star 4-star 5-star 5-D

Luggage facilities D D N N N N

Beauty parlour/ barber shop - - D D D D

Florist and general purpose stores - - - D D D

Laundry and dry-cleaning service D D D D N N

24-hour reception information and

telephone service N N N N N N

N: Necessary; D: Desired

5-D: 5-star deluxe; A/C: Air conditioning

1 Except in hill stations where heating arrangements need to be provided

2 Is mandatory in whichever states it is permissible

Notes

1) In a 5-D hotel, in addition to the features present in a 5-star hotel, the standard of service and amenities would

be of a superior quality.

Source: Department of Tourism (DoT)


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Buyer power

Unlike its international counterparts, the Indian industry was not affected by a decline recently and

so may emerge from the global recession period stronger.

Within the hotels and motels industry, where switching costs are rather negligible and competing on

price alone is no longer a key to success, brand recognition and innovation helps to attract first-time

customers and also repeat business. Due to a high reliance on sophisticated technology and systems

and the growing importance of mobile communication channels, some suppliers may exert strong

supplier power.

Supplier Power

Suppliers in this industry are defined as property owners, developers and real estate companies,

interior design and furnishing companies, architects, management and training service providers,

marketing companies, industry consultants, and information and computer technology (ICT)

manufacturers. Real estate companies are often much smaller companies than hotel and motel

operators and rather than being globalized, they are usually local to the property they develop,

which reduces their financial muscle and ability to negotiate favorable contracts. Furthermore,

hotels can integrate backwards and operate their own real estate business. The quality and

availability of supplier services and equipment is essential to the hotel and motel industry. The

industry is also labor intensive. Staff costs are significant as success in the hotel industry is strongly

influenced by the quality of the service provided. Supplier power is assessed as moderate overall.

New Entrants

The hotels & motels industry is strongly influenced by travel and tourism trends. It is possible to

enter the industry in a relatively low-key way by opening a small, independent hotel or motel as a

sole proprietor. However, the industry is capital intensive, and for a large-scale entrance, upfront

investment in buildings, décor and furnishings, ICT infrastructure and staff is expensive.

To sustain revenue growth in the premium market, operating a chain of hotels is often an important

strategy as it reduces dependence on tourism in any particular location. Regulations in terms of real

estate and buying abroad need to be taken into consideration and can therefore be restrictive in

some countries. The purchase, leasing, and management of property may involve legal and financial

complexities, necessitating spending on professional services. Overall, the likelihood of new entrants

is moderate.

Threat of Substitutes

Substitutes to hotels and motels include alternative forms of leisure accommodation, such as

camping facilities or recreational vehicles, or informal accommodation with friends and family.

Switching costs range from negligible to high (e.g. the purchase price of a recreational vehicle).

While all these substitutes offer the same basic function of a place to stay, up-market hotels and

motels often provide added benefits, such as spas and restaurants. The switch is often out of

necessity rather than choice so when consumers are in a more generally affluent position, the threat

from substitutes is likely to decline. The threat of substitutes is assessed as moderate.

Rivalry

There are also a large number of independent players present in the industry apart from the existing

houses. Larger number of players means increased competition.


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Many larger operators have diversified to some extent and own additional businesses, such as

casinos, restaurants and shops. To attract and sustain more business, operators try to offer more

and more complex packages and value-added services, such as free breakfast and parking, free third

night, etc. A recent trend among major hotel chains is lifestyle hotels whic cater to the conscientious

traveler's demands for eco-friendly practices, social responsibility, and affordable style. The largest

hotel and motel operators are fairly well insulated from unpredictable market conditions by

geographical diversification. However, others are based largely or exclusively in one country.


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Industry Analysis- GE/ McKinsey Matrix

Following our classification of the hotel industry, we try to analyze the performance of all the players

across segments using a GE/McKinsey matrix

INFERENCES

Looking at sub industries, budget hotels are least attractive, mainly because of high

competition while resorts are most attractive. Industry attractiveness increases as the star

level of the hotel increases.

Sayaji Hotels come out to be a relatively poor player , with EIH Associates and Max Charles

leading the charts.

In the Mid Market segment, TAJ GVK is an outright performer due to its high efficiency of

operation. It is also the largest market share holder.

Strikingly, Leela Ventures though has a high brand strength, falls low on efficiency and hence

is on the left end of the spectrum. Here also EIH and Indian Hotels lead the way. Both fare

well on efficiency and brand strength. With 38% market share, it is the market leader.

In Resorts, it is a slightly monopolistic market with only 3 major players. With 61% market

share, Mahindra is the leader and also the strongest business.

The GE matrix is colour-coded to

represent different industry segments

Budget hotels

Mid market hotels

Luxury Hotels

Resorts

We take a sample of 26 companies across the industry and

analyze them on Industry attractiveness and Business

Strength. The result is plotted in the above graph. The

whole procedure is explained in the appendix


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Company Analysis

In 2010, within hotels, 16% of value sales were accounted for by the top four players. Indian Hotels

(Taj brand and others, such as Ginger, The Gateway and Vivanta) led in 2010 with a 7% value share,

followed by ITC (Welcome Heritage, Sheraton and Fortune Hotels) with a 4% share, EIH (Oberoi and

Trident) with a 3% share and Hotel Leela Venture (The Leela) with a 1% value share. For our analysis

we have chosen IHCL.

Another reason for choosing this group is that in order to tap into the emerging middle-class in the

country, and the growing trend for travelling amongst this group, most of the large hotel chains have

entered the mid-priced segment, along with their existing luxury brands; for example the Ginger

brand by IHC. Because of their quality services at an affordable rate, these reputable budget hotels

are very popular with upper middle-income customers, as well as business travellers, especially

junior and mid-level executives. At the same time, these hotels are considered to be safer than

cheap and non-reputable budget hotels for the travellers.

Indian Hotels Company

The Indian Hotels Company (IHCL) and its subsidiaries, collectively known as Taj Hotels Resorts and

Palaces, is one of Asia's largest and finest groups of hotels. Incorporated by the founder of the Tata

group, Jamshedji Tata, the company opened its first property, the Taj Mahal Palace, in Bombay in

1903. The Taj, a symbol of Indian hospitality, completed its centenary year in 2003.

Taj Hotels Resorts and Palaces comprises 93 hotels in 53 locations, including 25 Ginger hotels across

India, with an additional 16 international. From world-renowned landmarks to modern business

hotels, idyllic beach resorts to authentic grand palaces, each Taj hotel offers an unrivalled fusion of

warm Indian hospitality, world-class service and modern luxury.

Areas of Business:

Brands Stars Assigned Category

Taj 5-Star/5-Star Deluxe Luxury

Vivanta 4-Stars Mid-market

The Gateway 3-Stars Mid-market

Ginger 2-Stars Budget

Taj is their flagship brand for the world's most discerning travellers seeking authentic experiences

given that luxury is a way of life to which they are accustomed. Each Taj hotel reinterprets the

tradition of hospitality in a refreshingly modern way to create unique experiences.

Vivanta - IHCL unveiled brand Vivanta in September 2010. It is positioned as a premium brand below

the “luxury” bracket occupied by brand Taj. The company utilised social networking sites such as

Facebook and Twitter as well as news agencies such as the BBC and the FT to create a global buzz

around the new brand.

Gateway is a pan-India network of hotels and resorts that caters mainly to business and leisure

travellers and is designed, keeping the modern nomad in mind. It is more about simplicity compared

to the above two segments.

Ginger is their revolutionary concept in hospitality for the value segment. Intelligently designed

facilities, consistency and affordability are hallmarks of this brand targeted at travellers who value

simplicity and self-service.


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Strategic Outlook

The Taj Group of Hotels comes under the “Star” category in the BCG matrix drawn for the TATA

group the reason being the highest market share of 7% as mentioned above and the high industry

growth rate. Travel accommodation sees outlet growth of 9% and current value growth of 21% in

2010.

The company has started using the Balanced Scorecard approach to use it as a system for strategic

planning and management rather than being just a system for performance management.

SWOT Analysis for Indian Hotels

Strengths –

• Wide variety of hotels present in the country in all segments that can fulfil the demand of

the tourists. They can go for the Taj or if it is the price sensitive customer, Indian hotels are

offering them Ginger.

• Established brands because of the continued history of Indian hotels. People associate Taj

hotels with luxury.

• TATA’s parental advantage adds another feather to Indian hotels.

Weaknesses –

• Compared to the other hotels in order to provide the best service, Indian hotels are very

heavily staffed which adds to their cost.

• Occupancy gets affected by Security scenarios like what happened in Mumbai terror attack.

Such huge brands are greatly affected.

Opportunities –

• Demand Supply Gap in India. Last year there was a huge dearth of hotels in major cities like

Noida, Chandigarh and Goa.

• People are moving towards budget hotels because this is something that people can save

upon which points towards the opening of more number of Ginger Hotels.

Threats -

• Taj caters to a lot of foreign tourists whose arrivals fluctuate a lot in current recession

scenario. We saw that the number of foreign tourist arrivals had fallen down in India post

the global economic recession.

• There is competition from foreign hotel chains like the Marriott, Shangri-la. These are

entering India in large numbers and trying to establish a strong foothold here which might

actually be possible given the demand supply gap.

BCG Matrix for Indian Hotels

BCG Matrix has been developed for the 4 hotels that come under Indian hotels. These come in the

three segments – Luxury, Mid Market and Budget. The market growth rate for each of the 3

segments is given in the table below. The overall industry growth rate is 15%. This is where the line

separating high and low industry growth rates has been drawn in the BCG matrix.


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On the basis of market share calculations of the 4 hotels their market share has been listed in the

table. The relative market share is also mentioned which is the market share relatives to the largest

competitor in that segment. The relative market share would thus be greater than one if the Indian

Hotels brand is the market leader. The line separating high and low market share is drawn for

relative market share equal to one.

The following is the table showing all the data –

Hotel Market share (Cr) % share

Largest competitor

Competitor's Share (%)

Relative share

Market Growth (%)

Ginger 85.410 4.89 EIH 9.79 0.499 16

Gateway 138.396 7.57 Oriental 13.89 0.545 12

Vivanta 260.750 13.89 Oriental 12.5 1.111 12

Taj 1228.333 26.97 EIH 25.1 1.075 18

As can be seen from this table Taj is the market leader in the Luxury segment and Vivanta in the mid

market segment although it is slightly upscale. In Budget segment EIH is the market leader and it’s

also the market follower in Luxury segment. Oriental is the largest competitor in mid market

segment. The BCG matrix is drawn below.

Key Takeaways from BCG matrix

Ginger is a “Question mark”. An intensive strategy needs to be adopted and more number of Ginger

hotels needs to be opened in new cities to increase its market penetrations and leverage the high

growth nature of the Budget Hotel segment. If it’s successful it might just become a “Star” in the

future.

Taj Hotels is a “Star”. It has the maximum brand value with all the history associated with it. More

investment needs to be pumped into it to maintain its star status so that it doesn’t shoot beyond the

maturity phase of its product life cycle.

Vivanta is a “Cash Cow”. The main reason for this is the economies of scale that are being offered its

position as a market leader. Its position need to be maintained because this cash may be of use in

the other segments.


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Gateway turns out to be a “Dog” from the BCG Matrix. But the growth rate of the segment is

actually not that low so it’s almost at the border of the Dog and the Question Mark. It could be

combined with Vivanta which is a cash cow in the same segment or it could be made more budget

oriented like ginger which enjoys a high market growth rate and is likely to bear high profits in the

future.

Management Discussion and Analysis:

Economic Overview:

Economy is back to its pre-crisis growth trajectory. Services sector continues its near double digit

run. With the institutional reforms the economy's growth is expected to be in double digits in the

near future. One of the biggest challenges is the poor state of its infrastructure. With an improved

network of highways, railways and airports visitors and tourists will be able to explore the country

and visit places that might have been inaccessible or left out, thus providing impetus to the

hospitality industry too.

Future Expansion Plans:

The company has been allotted around 6 acres of land at Yelahanka near Bangaluru for hotel

projects. The Company is also planning to enter the value for money segment through the 'Ginger'

brand in Andhra Pradesh.

Risk Management:

Economic Risks:

The hotel sector may be unfavourably affected by changes in global and domestic economies,

changes in local market conditions, excess room supply, government policies and regulations,

fluctuations in interest rates and foreign exchange rates and other natural and social factors.

Socio-Political Risks:

The Hotel industry faces risk from volatile socio-political environment, internationally as well as

within the country. India, being one of the fastest growing economies of the world in the recent

past, continues to attract investments.

Security Risks:

The Hotel industry demands peace at all times to flourish. The biggest villain in South East Asia has

been terrorism supplemented by political instability.

Risk of wage inflation:

The hotel industry needs quality employees and with demand for the same improving across the

industry, the Company feels that wage inflation would be a critical factor in determining costs for the

Company.

Foreign Exchange Risk:

The Company may be impacted by the fluctuation of the Indian Rupee against other foreign

currencies. To mitigate this risk the Company has migrated to single currency billing in Indian

Rupees.

Project Implementation Risk:


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The Company may be impacted by delays in implementation of projects which would result in

increasing project cost and loss of potential revenue.

Ansoff Matrix for Indian Hotels Company:

Penetration- Hotels under Taj Brand:

A number of hotels were added to the portfolio in the luxury segment under the brand name of Taj

since 1970s. The growth in this segment has been tremendous since Taj wanted to establish its

presence in all the Tier I cities in India. In the new scheme of things, Taj will be the brand for the

company's global foray - a magnet to get customers to its other properties.

Market Development Through Global Expansion:

Taj went for global expansion to build seamless connectivity to global customers who would also be

potential customers of the companies’ properties in India. They adopted the strategy of entering

into management contracts with small equity positions instead of outright ownership to spread

available resources.

The company has identified some gateway cities that feed markets in India and elsewhere in large

numbers. The brand recall of Taj is low in the West, but once a customer stays with it the probability

of him choosing it again is as good as any other brand.

Diversification- Catering Services:

Taj identified the need for world-class in-flight catering and invested in state-of-the-art facilities to

provide catering that has become the talk of the industry in 1976. It has also entered into joint

ventures to form Taj Sats to expand to other South Asian countries.

Taj Air:

Taj diversified into the aviation segment with Taj Air in 1993 to bring world--renowned service and

Indian hospitality of the Taj Hotels Resorts and Palaces to the Indian aviation industry. Taj Air is

globally recognized as the finest executive charter airline service in the country. It has earned

reputation by redefining luxury, by consistently placing a premium on privacy, flexibility, safety, and

reliability. TajAir is the preferred choice for its worldwide coverage, highly personalized experience

and luxury on board

Emerging Market Needs:


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Over the years, new segments have emerged within the hotel industry. Within cities too, what

appeals to one set of customers may not appeal to another set of people. Hence, Taj had to enter

other segments in order to protect its market share. But entering into other segments with the same

brandname would dilute the value of Taj. Hence a multi-brand portfolio strategy was adopted.

Gateway:

The primary strategy for The Gateway Hotels is to pave the way into untapped Tier-II cities and bring

in a new class in hospitality in those cities. This constitutes all prominent economic, commercial and

industrial centres. Cities that fit well into this strategy are those that act as a hub of commercial

activity across critical industry sectors.

The Gateway Hotel has been the largest brand in its category ever since its launch in 2008.

The brand is targeted at a younger traveller who has had his first taste of success, is wired and works

round the clock. It could have one specialty restaurant and one all-day diner. Of course, in the same

city, it could be 15-20 per cent cheaper than Vivanta by Taj.

Ginger:

Ginger is a no-frill hotel for the budget traveller. The profit margins in this segment are much lesser

compared to the luxury segment. Since domestic market is prone to lesser fluctuations, this segment

was entered into as a strategy for de-risking current revenue stream.

It is often located near the railway station or the bus stand. It does not run a restaurant - the

function is outsourced. It was management guru CK Prahalad who had advised Ratan Tata that there

was a huge gap between state-run guest houses and luxury hotels. The Indian Hotels Company had

thus come out with IndiOne. That brand eventually gave way to Ginger.

Product Development- Vivanta:

Vivanta by Taj was lauched in 2010 after conducting extensive customer understanding studies. They

could be 15-20 per cent cheaper than a Taj hotel, often located in the same city, is targeted at a

younger traveller vis-a-vis Taj, and competes with the likes of Hyatt, Westin and Sheraton. Vivanta

by Taj is wired hard to work and play.

Jiva Spas:

Taj launched spas of international standards with a unique treatment menu, the first and one of a

kind Indian Spa. Jiva spas is the only luxury brand in Spas segment in India.

Joint ventures, subsidiaries, associates

Taj Sats Air Catering: a joint venture with Singapore Airport Terminal Services, a subsidiary of

Singapore Airlines, TajSats Air Catering is the largest airline catering service in South Asia

Roots Corporation: a wholly owned subsidiary that operates the Ginger chain of budget hotels in

India.

Partnerships and Alliances

Taj Hotels partners with all the major airlines so that its guests get opportunity to earn frequent flier

miles with any of the airline frequent flyer programmes whenever they stay at the Taj at rack rates

or corporate rates.


18

Victorian Jungfrau Collection: Taj strategic joint marketing alliance will develop cross-promotional

opportunities for both companies to harness each other's strengths in their respective markets.

Okura Hotels & Resorts: The Okura-Taj strategic marketing alliance brings together 7 Okura hotels

across 3 countries and 9 Taj Luxury hotels in 5 countries. Combined reservation services are made

available through the Okura CRO and the Taj Reservations Worldwide. Allows members of the

Okura Club and Taj Inner Circle to earn and use loyalty points at the participating hotels

Silversea Cruises: The Silversea-Taj partnership will provide guests with a total of 19 Taj Luxury

Hotels and four Silversea ships offering not only comparable service and quality, but also distinct

experiences in unique destinations to choose from.

The Shilla Hotels & Resorts: The Shilla-Taj marketing alliance will offer guests a portfolio of 19

hotels (17 under the Taj Luxury Hotels portfolio and 2 from The Shilla Hotels & Resorts). These

hotels are treasured historic landmarks and destinations unto themselves. They share a mutual

culture, which places a premium on offering high-quality service while maintaining the unique

appeal of each hotel.

Parenting Advantage

The Parenting Advantage model is a framework that describes how a parent company can (help)

create value. In the article, "From Corporate Strategy to Parenting Advantage", Michael Goold and

Andrew Campbell argue that the parent company should not only add value to a business unit, but

add more value than any other potential parent - they call this: "Parenting Advantage".

Brand Equity: Since Indian Hotels Company Limited is an established corporation with Taj as a well-

recognized brand name, having Tata as the parent company brings no serious benefit to the

company in the form of brand equity. Tata Group does not associate its name with IHCL’s global

brand, Taj. From observing this emergent strategy, we can conclude that the Tata brand is not

leveraged to publicise the luxury hotels internationally.

Service Quality: In the last few years Taj has undertaken a number of steps to significantly enhance

service levels to be in line with the best in class and to build superior customer relation. Taj has

constantly benchmarked itself with the key international luxury chains and strived to raise the bar.

Taj's service excellence philosophy, has at its core, delivery through people, processes and culture.

Tata Business Excellence Model (TBEM) will play a significant role in raising the bar of service

provided. The model works under the aegis of Tata Quality Management Services (TQMS), an in-

house organisation mandated to help different Tata companies achieve their business excellence

and improvement goals.

Impact of Union Budget 2012-13 on the Hotel Industry and Recent Developments:

The increase of service tax to 12% from the existing rate of 10%, a rise of 2%, will adversely affect

the hotel industry. Also, the abatement provided for accommodation in hotels has been reduced

from 50% to 40%. Thus, the effective tax rate for hotel accommodation will rise to 7.2% from the

present rate of 5%. But, this increase would be offset by the availability of tax credit for input

services. The announcement to allow100% deduction to the franchisee model is on the positive.

Overall, it can be interpreted as a relatively neutral effect with a slight negative influence on the

sector.


19

In the Financial Year 2010-11, hotels were included in Section 35 AD of the Income Tax Act 1961

which enabled the sector to avail investment-based deductions on all capital expenditures made

except on land for hotels that are 2-Star and above in nature throughout India. This attracted new

investments in this sector. The government had allowed 100% FDI in the hotel and tourism

industry.


20

Appendix:

DATASHEET AND ANALYSIS

GE Matrix parameters

Vertical Parameter Captured by

Industry Attractiveness

Market Growth 5 year industry CAGR

Market Profitability Industry average operating margins

Intensity of Competition Herfindahl’s Index

Business Strength

Efficiency Data Envelopment Analysis

Brand Strength Ability to charge premium for commodity

Access to Financing Debt-Equity ratios

Sample set of companies

From each of the segments in which we have classified the industry, we choose few representative

companies. These are those players within the industry of whom financial statements are publicly

available.

Premium Hotels Mid-market hotels Budget Hotels Resorts

Asian Hotels (N) Taj GVK hotels Advani Hotels Mahindra Holiday & Resorts

Bharat Hotels Oriental Hotels Asian Hotels (E) Sterling Holiday resorts India

EIH Asian Hotels (W) Blue Coast Hotels Country Club (India)

Hotel Leela Venture Ltd. Bhagwati Banq. EIH associate Hotels

ITDC The Byke Hospitality Ltd Formento Resorts

Indian Hotels Graviss Hospitality Ltd.

Kamat Hotels

Mac Charles India Ltd.

Sayaji Hotels

Sinclair Hotels

UP hotels

Rationale of the choice of above parameters and description of the methodology

For gauging industry attractiveness, we have considered market growth and market profitability to

take an outsider’s perspective and an existing player’s incentive on how attractive the industry is.

The better is the market growth and more are the operating margins, the more will an existing

player try to consolidate his position and a new entrant be eager to come in. Competition and

Rivalry is another important factor which needs to be looked at. The more cut throat is the

competition, the better the industry can perform and the more efforts individual players have to put

in. This factor is captured by Herfindahl’s index for each sub-industry.

For estimating, strength of each player, the single most important parameter is the efficiency. Simply

put it is the capability to convert a set of common inputs to outputs and we determine how well the

companies perform on a relative scale. Brand Strength is the second parameter. With this , we try to

find how strong is the intangible brand because hotels are an industry where value added services

form a major part. This factor is captured by taking the starting price of Double bed A/C rooms in all

of the sample set hotels and putting them on a brand strength scale. Finally, we use the Debt-Equity

ratios to estimate how easy it will be for these companies to have access to new financing for

expansion purposes.


21

Data Envelopment Analysis

A non-parametric technique, Data Envelopment Analysis harps on the fact that any industry converts

certain inputs into certain outputs and finds out how efficiently they are able to utilize these inputs.

We choose capital employed, gross fixed assets, current assets and operating costs as the inputs.

Our desired set of output is operating income and EBITDA. Let xi denote all the input parameters and

yi be the output parameters. Let u’ be the weight vector for inputs and v’ be the input vectors for

outputs. The efficiency parameter will be then ,

v’yi / u’xi

This will give how efficiently each hotel is using xis to make yis.

We use solver analysis to maximize weighted average outputs upon inputs for the industry, making

sure that the efficiency parameter for the individual companies not becomes more than 1 and the

weights are appropriate.

Let xij be jth input parameter for ith company and yij be jth output parameter for ith company. Let xi

be ith input parameter for the industry and yi be ith output parameter for the industry.

Solver formulation

Maximize v’yi / u’xi

Subject to, v’yij / u’xij <= 1 , for i goes for all companies

and v’ >= 0

and u’ >= 0

and u’xi = 1

DATA SHEETS

Efficiency

Inputs Outputs

capital employed gross fixed assets current assets operating costs operating income EBITDA Efficiency

Asian Hotels (N) 1375.49 1058.60 39.81 21.13 72.15 83.03 0.463

Bharat Hotels 1635.30 1320.55 378.86 51.23 91.28 125.08 0.451

EIH 3411.76 2619.69 1047.97 115.19 240.68 328.12 0.552

Hotel Leela Venture Ltd. 5410.27 4622.39 580.98 52.44 114.21 182.64 0.241

ITDC 305.32 140.19 458.46 162.02 -11.74 -6.14 -0.025

Indian Hotels 4692.92 2605.18 535.36 196.70 380.28 488.74 0.727

Asian Hotels (W) 421.04 372.97 51.59 12.11 35.77 46.00 0.655

Bhagwati Banq. 241.30 255.75 62.39 9.76 21.60 26.14 0.512

Lemon Tree Hotel 637.10 248.60 206.00 7.62 56.47 68.04 1.000

Oriental Hotels 506.70 386.79 142.64 42.50 45.76 61.15 0.526

Taj GVK hotels 452.58 493.66 45.80 23.70 77.11 97.72 1.000

The Byke Hospitality Ltd 63.86 16.47 19.33 25.80 3.23 4.09 0.118

Advani Hotels 36.68 67.56 9.97 5.05 3.00 5.48 0.360

Asian Hotels (E) 770.35 213.60 39.68 11.42 36.24 43.03 0.746

Blue Coast Hotels 434.62 251.74 45.26 10.88 21.26 30.05 0.550

EIH associate Hotels 303.21 386.05 52.79 19.72 43.36 56.11 0.719

Formento Resorts 47.90 68.40 34.74 9.07 9.79 12.80 0.576

Graviss Hospitality Ltd. 293.96 181.34 130.39 8.95 12.98 18.19 0.377

Kamat Hotels 545.93 390.77 240.45 13.71 38.23 50.74 0.550

Mac Charles India Ltd. 218.16 114.15 108.22 12.15 35.37 40.75 1.000

Sayaji Hotels 221.31 247.62 40.45 15.09 21.43 33.68 0.623

Sinclair Hotels 82.09 48.62 43.78 1.58 7.10 8.51 0.666

UP hotels 63.74 82.92 29.74 13.81 19.24 21.86 0.746

Mahindra Holiday & Resorts 504.88 542.03 952.63 17.99 151.88 171.98 1.000

Sterling Holiday resorts India 40.04 262.12 225.90 6.66 -26.82 -22.56 -0.394

Country Club (India) 837.41 519.08 176.77 12.72 40.78 59.21 0.553


22

Access to financing

Herfindahl’s Index

Brand Strength

From capitaline

Premium Hotels D/E(Mar'11) Mid Market hotels D/E(Mar'11)

Asian Hotels (N) 0.62 Asian Hotels (W) 0.22

Bharat Hotels 0.86 Bhagwati Banq. 0.76

EIH 0.59 Lemon Tree 0.48

Hotel Leela Venture Ltd. 3.89 Oriental Hotels 0.7

ITDC 0 Taj GVK hotels 0.43

Indian Hotels 0.85 The Byke Hospitality Ltd 0

Budget Hotels Resorts

Advani Hotels 0.39 Mahindra Holiday & Resorts 1.88

Asian Hotels (E) 0 Sterling Holiday resorts India 0

Blue Coast Hotels 1.27 Country Club (India) 0.29

EIH associate Hotels 2.24

Formento Resorts 0.25

Graviss Hospitality Ltd. 0.05

Kamat Hotels 2.42

Mac Charles India Ltd. 0.01

Sayaji Hotels 1.96

Sinclair Hotels 0

UP hotels 0

HHI

Premium Hotels Sales (Cr.)'2010-11 Fraction Square Mid Market hotels Sales (Cr.)'2010-11 Fraction Square

Asian Hotels (N) 240.78 0.057675 0.003326 Asian Hotels (W) 137.24 0.160558 0.025779

Bharat Hotels 398.91 0.095552 0.00913 Bhagwati Banq. 115.6 0.135241 0.01829

EIH 968.6 0.232012 0.053829 Lemon Tree 74.67 0.087357 0.007631

Hotel Leela Venture Ltd. 525.82 0.125951 0.015864 Oriental Hotels 234.74 0.274624 0.075418

ITDC 367.18 0.087952 0.007736 Taj GVK hotels 259.28 0.303333 0.092011

Indian Hotels 1673.5 0.400858 0.160688 The Byke Hospitality Ltd 33.24 0.038888 0.001512

Σ 4174.79 0.250573 Σ 854.77 0.220641

Budget Hotels Resorts

Advani Hotels 33.73 0.039157 0.001533 Mahindra Holiday & Resorts 487.13 0.655811 0.430088

Asian Hotels (E) 82.55 0.095832 0.009184 Sterling Holiday resorts India 38.66 0.052047 0.002709

Blue Coast Hotels 90.28 0.104806 0.010984 Country Club (India) 217 0.292142 0.085347

EIH associate Hotels 173.45 0.201358 0.040545 Σ 742.79 0.518144

Formento Resorts 44.15 0.051254 0.002627

Graviss Hospitality Ltd. 69.25 0.080392 0.006463

Kamat Hotels 120.7 0.140121 0.019634

Mac Charles India Ltd. 50.96 0.05916 0.0035

Sayaji Hotels 111.78 0.129765 0.016839

Sinclair Hotels 14.99 0.017402 0.000303

UP hotels 69.56 0.080752 0.006521

Σ 861.4 0.118133

HHI of sub industry

A/C Double room rent A/C double room rent

7200 Asian Hotels (N) 7200 Advani Hotels 6850

10000 Bharat Hotels 10000 Asian Hotels (E) 6400

8500 EIH 8500 Blue Coast Hotels 8550

16000 Hotel Leela Venture Ltd. 16000 EIH associate Hotels 17000

11400 Indian Hotels 11400 Formento Resorts 7000

10000 ITDC 10000 Graviss Hospitality Ltd. 11250

2999 Asian Hotels (W) 2999 Kamat Hotels 5550

4200 Bhagwati Banq. 4200 Mac Charles India Ltd. 8161

5600 Lemon tree 5600 Sayaji Hotels 4700

14000 Oriental Hotels 14000 Sinclair Hotels 3860

12000 Taj GVK hotels 12000 UP hotels 6500

5000 The Byke Hospitality Ltd 5000 Country Club (India)

Mahindra Holiday & Resorts

Sterling Holiday resorts India

For resorts, as rooms are available only on membership, through basic research we

have concluded that they have more brand strength than most hotels


23

Market growth and market profitability

Market share

Weight of parameters and ranking criteria

The weights of each parameters are assigned as follows

Vertical Parameter Weight

Industry Attractiveness

Market Growth 33%

Market Profitability 33%

Intensity of Competition 33%

Business Strength

Efficiency 50%

Brand Strength 35%

Access to Financing 15%

After data and subsequent analysis has been done, for all the parameters we rank then on the basis

of which percentile block they fall into.

Percentile Block Score

0 to 12.5% 0

12.5% to 25% 1

25% to 37.5% 2

37.5% to 50% 3

50% to 62.5% 4

62.5% to 75% 5

75% to 87.5% 6

market growth 5 year industry CAGR

Premium hotels 18.42%

Mid market hotels 12.44%

Budget hotels 16.16%

Resorts 11.51%

market profitability industry operating margins

Premium hotels 26.38%

Mid market hotels 29.43%

Budget hotels 24.67%

Resorts 25.06%

market share market share in market share in

sub industry sub industry

Asian Hotels (N) 5.33% Advani Hotels 1.37%

Bharat Hotels 9.91% Asian Hotels (E) 5.61%

EIH 25.10% Blue Coast Hotels 5.12%

Hotel Leela Venture Ltd. 12.15% EIH associate Hotels 9.79%

ITDC 8.74% Formento Resorts 2.61%

Indian Hotels 38.78% Graviss Hospitality Ltd. 3.98%

Kamat Hotels 7.38%

Asian Hotels (W) 7.33% Mac Charles India Ltd. 4.41%

Bhagwati Banq. 6.16% Sayaji Hotels 6.25%

Lemon Tree Hotel 6.31% Sinclair Hotels 1.06%

Oriental Hotels 12.50% UP hotels 4.02%

Taj GVK hotels 13.89%

The Byke Hospitality Ltd 1.78% Mahindra Holiday & Resorts 61.03%

Sterling Holiday resorts India 6.63%

Country Club (India) 24.80%


24

87.5% to 100% 7

After scores have been assigned to each parameter, weighted average with the weights assigned is

found out to get the single value for industry attractiveness and business strength. With both these

as axis and the market share as bubble size, a bubble chart is plotted.

Name business strength industry attractiveness market share

Advani Hotels 1.8 0.53 1.37%

Asian Hotels (E) 4.75 0.53 5.61%

Asian Hotels (N) 2.5 0.7 5.33%

Asian Hotels (W) 3.25 0.64 7.33%

Bhagwati Banq. 1.3 0.64 6.16%

Bharat Hotels 2.4 0.7 9.91%

Blue Coast Hotels 3.4 0.53 5.12%

Country Club (India) 5.05 0.88 24.80%

EIH 3.85 0.7 25.10%

EIH associate Hotels 4.95 0.53 9.79%

Formento Resorts 3.8 0.53 2.61%

Graviss Hospitality Ltd. 3 0.53 3.98%

Hotel Leela Venture Ltd. 2.1 0.7 12.15%

Indian Hotels 5.05 0.7 38.78%

ITDC 2.8 0.7 8.74%

Kamat Hotels 1.85 0.53 7.38%

Lemon tree 4.3 0.64 6.31%

Mac Charles India Ltd. 5.45 0.53 4.41%

Mahindra Holiday & Resorts 6.1 0.88 61.03%

Oriental Hotels 3.4 0.64 12.50%

Sayaji Hotels 2.35 0.53 6.25%

Sinclair Hotels 3.55 0.53 1.06%

Sterling Holiday resorts India 3.5 0.88 6.63%

Taj GVK hotels 6.2 0.64 13.89%

The Byke Hospitality Ltd 1.4 0.64 1.78%

UP hotels 4.75 0.53 4.02%


25

Following is a bubble plot for the 26 companies cutting across the hotel industry in India.

The GE matrix is colour-coded to

represent different industry

segments

Budget Hotels

Mid market

Hotels

Premium Hotels

Resorts


26

References:

1. Industry Characteristics, CRISIL Research, Date-July 29, 2011

2. Hotels and Motels in India, Datamonitor report October 2011

3. India Tourism Reports, Q2 2012, Business Monitor International

4. Industry Insight-Indian Hotels, Cygnus Business Consulting and Research 2011

5. Premium hotels market size stands at Rs.112 billion as of 2010-11, CRISIL Research, Date -

July 29, 2011

6. Revival in demand pushes up revenue, CRISIL Research, Date – July 29, 2011

7. Large Supply additions to hamper RevPAR growth, CRISIL Research, Date – Aug 1, 2011

8. Hotels employ a variety of business models, CRISIL Research, Date - July 29, 2011

9. Impact of Union Budget 2012-13 on the hotel industry -

http://www.livemint.com/2011/02/28195318/Budget-leaves-hospitality-high.html

10. Expectations from the Union Budget 2012-13 - http://www.fhrai.com/Binderprebudget.pdf

11. A table copied from the heading 'Hotels')

http://www.livemint.com/2012/03/17013155/Sector-Impact.html?d=2

12. Management Discussion and Analysis of Taj Hotels - http://www.tajhotels.com/About-

Taj/Investor-Relations/pdf/Annual-Report-2010-11.pdf

13. Euromonitor Report on Travel Accommodation in India

14. http://www.equitymaster.com/detail.asp?date=04/12/2006&story

15. http://www.valuebasedmanagement.net/methods_bcgmatrix.html

16. http://www.tajhotels.com/About-Taj/Company-Information/Default.html

17. http://www.tajhotels.com/About-Taj/Investor-Relations/Annual-Reports.html

18. http://www.tata.com/company/profile.aspxc?sectid=QqiuFWVxL/g=

19. http://www.tajhotels.com/vivanta-by-taj/Press-Conference/pdf/Vivanta-by-Taj-Hotels-

Resorts-sept-2010.pdf

20. http://business.rediff.com/special/2010/oct/11/spec-indian-hotels-four-brand-strategy-for-

success.htm

21. http://www.tajaironline.com/why-us.html

http://www.livemint.com/2011/02/28195318/Budget-leaves-hospitality-high.html

http://www.fhrai.com/Binderprebudget.pdf

http://www.livemint.com/2012/03/17013155/Sector-Impact.html?d=2

http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/Annual-Report-2010-11.pdf

http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/Annual-Report-2010-11.pdf

http://www.equitymaster.com/detail.asp?date=04/12/2006&story=5&title=Indian-hotel-sector-SWOT-analysis

http://www.valuebasedmanagement.net/methods_bcgmatrix.html

http://www.tajhotels.com/About-Taj/Company-Information/Default.html

http://www.tajhotels.com/About-Taj/Investor-Relations/Annual-Reports.html

http://www.tata.com/company/profile.aspxc?sectid=QqiuFWVxL/g=

http://www.tajhotels.com/vivanta-by-taj/Press-Conference/pdf/Vivanta-by-Taj-Hotels-Resorts-sept-2010.pdf

http://www.tajhotels.com/vivanta-by-taj/Press-Conference/pdf/Vivanta-by-Taj-Hotels-Resorts-sept-2010.pdf

http://business.rediff.com/special/2010/oct/11/spec-indian-hotels-four-brand-strategy-for-success.htm

http://business.rediff.com/special/2010/oct/11/spec-indian-hotels-four-brand-strategy-for-success.htm

http://www.tajaironline.com/why-us.html

hotel industry- portfolia analysis

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