Core Values: Integrity(high standards), Agility(think, decide, act), Efficiency(transform optimally), Collaboration(Work as
one), Sustainable development(Grow responsibly), Respect(Recognize and enable). Vision: To create extrraordinary
shareholder value through enduring experiences for our guests, partners and colleagues. Intent: Keep our shareholders as
the key focus of doing businesss. To crete value when creating lasting experience for our value stakeholders. Long-term
Goals: Delivering stakeholders value, expansion. CSR Objectives: Develop and fund programs that benefit the
disenfranchised. Objectives: Pilot zero waste project, monitor air quality in p.a, EC fans testing for air handling, expand
to strategic locations.
Franchises – contracts with Hyatt for ~250 rooms.
Strengthen ties with Marriot: Signed agreements (management contracts) with Marriot India Private Limited to build
hotels, change a brand and extend contracts for 1500+ keys.
Hospitality:
Westin Hiderbad Hitec City(170keys) – near completion.
Mumbai Metropolitan Region – Hyatt Regency(260keys) & Renaissance Complex(150keys), Powai.
Product improvement plan & Rebranding:
o Renaissance Mumbai Convention Centre Hotel – renovation of 44 rooms and public areas.
o Novotel Pune Nagar Road – completion of additional 88 rooms and Spa
Strategies(p. 26): “No regret” – reduce costs, support cash flows, use non-hotel revenue. Post covid-19 “Reboot,
Reinvent, Race ahead’(p.67), forming “big partnerships’ (growth). Ansoff: Market penetration, Market Development,
Product Development, Diversification. Policies: Open-door, Aanchal policy (work/life balance for women), Pride
policy(anti-discrimination), competitive-pricing, Aegis(cyber risk). Business Canvas: Key partners: Marriot, Hyatt,
TRRAIN(PWDs), Inorbit, The Orb, Traveling companies, city authorities. Key activities: Accommodation, retail, L&D,
Engagement activities, brand expanding. Key resources: 6(8) hotels, 4 cities, 9 brands, ~2700 keys, 2900 staff, reserve
equity 15mil(lakh), assets 22mil(lakh). Cost structure: Marketing, personnel, training, supplier fees, events, building,
expanding, increasing portfolio, serving guests. Customer relationships: Guest feedback, online customer service,
loyalty program ‘Originals Club’ (free, 4000 points per night, vouchers as gifts). Customer segments: Upscale, luxury,
business guests, families. Revenue streams: Room sales, F&B, non-hotel revenues, lease/management/franchise
contracts. Value proposition: Provides luxury services, Learning & training programs, leadership & development
programs, team engagement, informal get-togethers, CSR practices. Strategic capabilities: 1. Various established
revenue streams 2. Upscale brand name + Superior service 3. Strategic locations 4. Powerful partnerships 5. Expert asset
management capabilities (20+ years) VRIO ANALYSIS: 1. Value 2. Rare 3. Imitability 4. Organization. Strategic
Groups: Strategic groups are organizations within the same industry or sector with similar strategic characteristics,
following similar strategies or competing on similar bases. Group: LTH Premier, ITC Hotels, Leela Palaces. Scope of
activities: Luxury Indian Segment. Resource commitment: LTH (3 luxury brands), ITC Hotels (3 luxury brands), Leela
Palaces (1). Ultimate/Strategic Customer: Ultimate – guests. Strategic – Big OTAs, big hotel chains for
lease/management/franchise contracts. Type of industry – Oligopoly, few firms dominate and compete aggressively for
a bigger market share of clientele. Market Segments: All of the hotels are focused on high-end upscale & luxury
hotels(4-5 stars). Porter’s Five Forces: Power of suppliers – M/H – Luxury products, rare professions needed.
Power of buyers – M/H – due to the niche target market, wealthy people, businessmen. Threat of entrants – L –
immense capital & resources needed, high populated areas, chain advantage. Threat of substitutes – L – not many
companies can provide the same level of service. Competitive rivalry – M/H – Not super differentiated, still only
developing in the hotel industry size wise. Overall – Mostly attractive. Industry Life Cycle: Maturity stage (30
years) – seeking alliances with Marriott & Hyatt, L/M differentiation, usually low growth(but opposite in this case).
PESTLE: Political: New Covid-19 rules regarding cleaning, protective equipment. Strict rules & regulation for
traveling(less guests). Political instability(restrictions of buying property abroad) & corruption. Economic: Growing GDP,
minimum wage increase (6.6%), improving employment rates, but lack of competent labor. Social: Negative migration
rates, aging population, young professionals leaving, gender pressure groups(90% of high positions are male dominated).
Technological: India #52 in Global Innovation Index, R&D heavily targeted, 2% of the GDP, rapid changes, E-visas.
Legal: Employee/Customer/Intellectual protection, taxation. Environmental: Very polluted, required 2% CSR
contributions, unrestrained use of plastics, luxurious hotels getting more sustainable. Stakeholder’s Map: High power +
low interest(specific) = shareholders. High power + high interest=Partners, banks, owners. Low power + high interest =
employees, managers, customers. SWOT: Strengths: Strong alliances, extra revenue streams, attractive portfolio,
successful growth strategies, locations, experienced GMs. Weaknesses: Not yet international, major city presence.
Opportunities: New strong alliances, international expansion, rise in income. Threats: Unstable government, war
situation, virus outbreaks, weather conditions, harsh competition. Generic Strategies: Differentiation strategy? – the
company is offering luxury products, while not serving a particularly narrow segment of the market. The company is
cutting costs where possible, but not to the detriment of service offered. Ansoff: Market Penetration/Development –
company is entering new markets by building hotels in new cities of India with an established concept, however it is also
market penetration since they are still staying within India, so the markets are not too new.
General:
2018-2019 2019-2020
Rooms 2,331 2,554
one), Sustainable development(Grow responsibly), Respect(Recognize and enable). Vision: To create extrraordinary
shareholder value through enduring experiences for our guests, partners and colleagues. Intent: Keep our shareholders as
the key focus of doing businesss. To crete value when creating lasting experience for our value stakeholders. Long-term
Goals: Delivering stakeholders value, expansion. CSR Objectives: Develop and fund programs that benefit the
disenfranchised. Objectives: Pilot zero waste project, monitor air quality in p.a, EC fans testing for air handling, expand
to strategic locations.
Franchises – contracts with Hyatt for ~250 rooms.
Strengthen ties with Marriot: Signed agreements (management contracts) with Marriot India Private Limited to build
hotels, change a brand and extend contracts for 1500+ keys.
Hospitality:
Westin Hiderbad Hitec City(170keys) – near completion.
Mumbai Metropolitan Region – Hyatt Regency(260keys) & Renaissance Complex(150keys), Powai.
Product improvement plan & Rebranding:
o Renaissance Mumbai Convention Centre Hotel – renovation of 44 rooms and public areas.
o Novotel Pune Nagar Road – completion of additional 88 rooms and Spa
Strategies(p. 26): “No regret” – reduce costs, support cash flows, use non-hotel revenue. Post covid-19 “Reboot,
Reinvent, Race ahead’(p.67), forming “big partnerships’ (growth). Ansoff: Market penetration, Market Development,
Product Development, Diversification. Policies: Open-door, Aanchal policy (work/life balance for women), Pride
policy(anti-discrimination), competitive-pricing, Aegis(cyber risk). Business Canvas: Key partners: Marriot, Hyatt,
TRRAIN(PWDs), Inorbit, The Orb, Traveling companies, city authorities. Key activities: Accommodation, retail, L&D,
Engagement activities, brand expanding. Key resources: 6(8) hotels, 4 cities, 9 brands, ~2700 keys, 2900 staff, reserve
equity 15mil(lakh), assets 22mil(lakh). Cost structure: Marketing, personnel, training, supplier fees, events, building,
expanding, increasing portfolio, serving guests. Customer relationships: Guest feedback, online customer service,
loyalty program ‘Originals Club’ (free, 4000 points per night, vouchers as gifts). Customer segments: Upscale, luxury,
business guests, families. Revenue streams: Room sales, F&B, non-hotel revenues, lease/management/franchise
contracts. Value proposition: Provides luxury services, Learning & training programs, leadership & development
programs, team engagement, informal get-togethers, CSR practices. Strategic capabilities: 1. Various established
revenue streams 2. Upscale brand name + Superior service 3. Strategic locations 4. Powerful partnerships 5. Expert asset
management capabilities (20+ years) VRIO ANALYSIS: 1. Value 2. Rare 3. Imitability 4. Organization. Strategic
Groups: Strategic groups are organizations within the same industry or sector with similar strategic characteristics,
following similar strategies or competing on similar bases. Group: LTH Premier, ITC Hotels, Leela Palaces. Scope of
activities: Luxury Indian Segment. Resource commitment: LTH (3 luxury brands), ITC Hotels (3 luxury brands), Leela
Palaces (1). Ultimate/Strategic Customer: Ultimate – guests. Strategic – Big OTAs, big hotel chains for
lease/management/franchise contracts. Type of industry – Oligopoly, few firms dominate and compete aggressively for
a bigger market share of clientele. Market Segments: All of the hotels are focused on high-end upscale & luxury
hotels(4-5 stars). Porter’s Five Forces: Power of suppliers – M/H – Luxury products, rare professions needed.
Power of buyers – M/H – due to the niche target market, wealthy people, businessmen. Threat of entrants – L –
immense capital & resources needed, high populated areas, chain advantage. Threat of substitutes – L – not many
companies can provide the same level of service. Competitive rivalry – M/H – Not super differentiated, still only
developing in the hotel industry size wise. Overall – Mostly attractive. Industry Life Cycle: Maturity stage (30
years) – seeking alliances with Marriott & Hyatt, L/M differentiation, usually low growth(but opposite in this case).
PESTLE: Political: New Covid-19 rules regarding cleaning, protective equipment. Strict rules & regulation for
traveling(less guests). Political instability(restrictions of buying property abroad) & corruption. Economic: Growing GDP,
minimum wage increase (6.6%), improving employment rates, but lack of competent labor. Social: Negative migration
rates, aging population, young professionals leaving, gender pressure groups(90% of high positions are male dominated).
Technological: India #52 in Global Innovation Index, R&D heavily targeted, 2% of the GDP, rapid changes, E-visas.
Legal: Employee/Customer/Intellectual protection, taxation. Environmental: Very polluted, required 2% CSR
contributions, unrestrained use of plastics, luxurious hotels getting more sustainable. Stakeholder’s Map: High power +
low interest(specific) = shareholders. High power + high interest=Partners, banks, owners. Low power + high interest =
employees, managers, customers. SWOT: Strengths: Strong alliances, extra revenue streams, attractive portfolio,
successful growth strategies, locations, experienced GMs. Weaknesses: Not yet international, major city presence.
Opportunities: New strong alliances, international expansion, rise in income. Threats: Unstable government, war
situation, virus outbreaks, weather conditions, harsh competition. Generic Strategies: Differentiation strategy? – the
company is offering luxury products, while not serving a particularly narrow segment of the market. The company is
cutting costs where possible, but not to the detriment of service offered. Ansoff: Market Penetration/Development –
company is entering new markets by building hotels in new cities of India with an established concept, however it is also
market penetration since they are still staying within India, so the markets are not too new.
General:
2018-2019 2019-2020
Rooms 2,331 2,554
