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With over two decades in hospitality, N. Vinaayak shares insights on navigating a fast-evolving market. He highlights the importance of balanced revenue strategies, digital transformation and data-driven decision-making, while emphasizing that true success lies in blending technology with human connection and strong team performance.

With over two decades in hospitality, what pivotal experiences have shaped your approach to sales and marketing leadership?

With over two decades in hospitality, my approach to sales and marketing leadership has been shaped by a mix of hands-on experience, market shifts and continuous learning. Key experiences such as handling diverse market segments, navigating challenging business cycles and leading high-performing teams have strengthened my ability to stay agile and solution-oriented. These moments reinforced the importance of being proactive, customer-centric and commercially driven.

These experiences have shaped me into a “turn around leader”.

In your current role at Holiday Inn New Delhi Mayur Vihar Noida, what are your key priorities when it comes to driving revenue growth and strengthening market positioning?

In my role at Holiday Inn New Delhi Mayur Vihar Noida, a key priority is optimizing the market mix to drive balanced and sustainable revenue growth. This means strategically managing segments like corporate, leisure and MICE to ensure we are not overly dependent on any one source and can perform well across seasons.

Building strong client relationships remains central to success—what strategies have you found most effective in nurturing long-term partnerships?

Building strong client relationships has always been at the core of sustainable success and in my experience, it comes down to a balance of hard work and smart thinking.

A major part of this success also comes from my team. My team is my strength – they bring diverse perspectives, collaborate seamlessly and ensure that every client interaction reflects our collective commitment to excellence. Strong internal alignment often translates into stronger external relationships.

The hospitality landscape is becoming increasingly competitive—how do you differentiate your property and create a compelling value proposition for today’s traveller?

In an increasingly competitive hospitality market, my approach to differentiating a property like Holiday Inn New Delhi Mayur Vihar Noida is rooted in creating clear and segment-led value. I focus on positioning the hotel as a smart choice for today’s hybrid traveller who expects convenience, comfort and efficiency in one seamless experience. Given its location and connectivity, I would position the property as a practical base for both business and leisure travel where guests can easily access East Delhi, Noida and central business districts while also enjoying a comfortable and productive stay environment.

At the same time, I would strengthen the hotel’s identity as a reliable MICE and social events destination by emphasizing flexibility, execution excellence and strong value. In a crowded market, clients are not just buying space, they are buying confidence in delivery so consistent service quality and seamless event management become key differentiators. Alongside this, I would build a stronger food and beverage narrative by creating engaging dining experiences, local culinary promotions and weekend offerings that attract not just in-house guests but also local residents, helping the hotel become more of a social hub than just a stay option.

From a marketing standpoint, I rely heavily on data-driven segmentation to ensure we are speaking differently to corporate clients, leisure travellers and event planners. By combining the trust of the IHG brand with localized insights and targeted demand generation, the goal is to position the hotel not just as a place to stay but as a dependable, experience-driven choice that consistently delivers value across different guest needs.

How do you see the role of sales and marketing evolving in the age of digital transformation and data-driven decision-making?

The role of sales and marketing in hospitality has evolved from being primarily relationship-driven and intuition-led to becoming a highly integrated, data-informed, and digitally enabled growth function. Earlier, success depended largely on personal relationships, corporate connections and static annual plans but today the focus has shifted to real-time decision-making driven by demand patterns, customer behaviour and market intelligence.

With digital transformation, marketing is no longer just about visibility or brand communication, it has become a performance-driven engine that directly influences revenue outcomes. Every campaign, channel and offer can now be measured, optimized and adjusted almost in real time which means speed of response and agility in strategy execution are critical. Sales teams too are increasingly expected to operate with a strong understanding of data using insights from CRM systems, channel performance and segmentation analytics to prioritize accounts and personalize engagement.

At the same time, the integration between sales and marketing has become much tighter. Instead of functioning as separate silos, both teams now need to work as a unified revenue organization where marketing drives qualified demand and sales converts it with precision and personalization. This alignment is especially important in a digital-first booking environment where customers have already done significant research before any direct interaction.

Overall, the role is evolving into that of a commercially strategic function that balances technology, data and human connection. While data provides direction and clarity, the human element of trust-building, negotiation and experience design still remains central especially in hospitality.

As a leader, how do you inspire your team to consistently deliver high performance while adapting to changing market dynamics?

As a leader, I focus on giving my team right direction, ownership and the right context so they understand both the ‘what’ and the ‘why’ behind targets. I keep the team aligned through regular performance reviews and open communication where we track not just numbers but also market trends and customer insights. This helps them stay proactive.

At the same time, I invest in continuous learning and skill development so the team is equipped to adapt to new digital tools and evolving guest behaviour. I also believe recognition plays a key role – celebrating both effort and results helps sustain motivation and a high-performance culture.

Looking ahead, what is your vision for the future of hospitality in India, and what advice would you offer to the next generation of industry professionals?

Looking ahead, I see the future of hospitality in India becoming more experience-led, digitally integrated and highly segmented. Growth will no longer come just from room demand, but from how well hotels create meaningful, localized experiences for increasingly discerning travellers. With rising domestic travel, stronger infrastructure and digital adoption, guests will expect seamless personalization, faster service delivery and stronger value alignment across price points.

At the same time, sustainability and wellness will become central to hospitality design and offerings. Hotels will need to function not just as places to stay, but as spaces to connect, celebrate and rejuvenate. Technology and data will play a major role in understanding guest behaviour but the real differentiator will still be how well teams translate those insights into memorable human experiences.

For the next generation of hospitality professionals, my advice would be to stay curious and adaptable. Build strong fundamentals in operations and service, but also invest time in understanding digital tools, revenue dynamics and data-driven decision-making. Most importantly, don’t view hospitality as just a job function – see it as a people-driven industry where emotional intelligence, consistency and ownership make the biggest long-term difference.

 

The post In Conversation with N. Vinaayak on Data-Driven Hospitality and Sustainable Revenue Growth appeared first on TnHGlobal.

“India remains one of Sharjah’s top five source markets in 2025, playing a pivotal role not only in visitor volume but also in value and engagement,” he says. Sharjah welcomed over 172,000 Indian visitors in 2024, reflecting sustained year-on-year growth. This momentum has continued into 2025, fuelled by rising demand from major Indian metros seeking luxury, culture-rich, and experiential travel.

To align with evolving traveller preferences, Sharjah has strengthened its understanding of the market. “We have adopted a data-led approach to analyse Indian traveller behaviour and design targeted campaigns and curated itineraries tailored to families, culture explorers, adventure seekers, and premium travellers,” H.E. Al Midfa explains.

In the first five months of 2025, Sharjah recorded a 32% increase in Indian arrivals, welcoming 88,000 visitors compared to 66,000 during the same period in 2024. This growth, he notes, is a result of “consistent engagement through trade shows, roadshows, partnerships, and digital campaigns crafted specifically for the Indian market.”

Sharjah has placed strategic focus on high-potential segments such as adventure and experiential tourism, supported by the emirate’s diverse natural landscapes and high-profile events like the F1H2O Grand Prix of Sharjah, as well as MICE and destination weddings. “We see strong interest from planners seeking boutique, culturally immersive, and easily accessible venues,” he adds.

Beyond market engagement, Sharjah is accelerating major infrastructure projects to enrich its visitor experience. The revitalisation of Kalba, with restored heritage sites, a redesigned Corniche, and improved roadways, is enhancing accessibility and cultural appeal. Meanwhile, modernisation efforts at landmarks such as the Mleiha Archaeological Centre and the Heart of Sharjah are elevating heritage tourism while preserving authenticity.

Sharjah International Airport’s $336 million expansion is also underway, reinforcing the emirate’s commitment to world-class, sustainable infrastructure.

Sustainability remains a core pillar of Sharjah’s tourism vision. With the global sustainable tourism market projected to reach $11.4 trillion by 2032, Sharjah is investing in projects such as the Hanging Gardens, Al Hefaiyah Lake, and eco-luxury retreats like Kingfisher Retreat and Moon Retreat. “Our goal is to protect natural habitats while offering responsible, meaningful travel experiences,” says H.E. Al Midfa.

With continued investment and a clear vision, Sharjah is positioning itself as a future-ready destination that blends heritage, sustainability, and innovation for global travellers, especially those from India.

The post Success Story: India Strengthens Its Position as a Key Market for Sharjah appeared first on TnHGlobal.

• WelcomHeritage Tadoba is known for its exceptional proximity to the Tadoba-Andhari Tiger Reserve. How does this location advantage shape the overall guest experience compared to other lodges in the region?

WelcomHeritage Tadoba Vanya Villas Resort & Spa is strategically positioned near the Kolara Gate, which is a major entry point of the Tadoba-Andhari Tiger Reserve. This proximity is the single most defining factor in the guest experience, ensuring maximum safari efficiency. Guests spend minimal time commuting, allowing for earlier starts on morning drives and more time for rest or enjoying the resort’s amenities like the Swimming Pool and Spa. This immediate access maintains an uninterrupted connection to the forest’s atmosphere, making the transition from the private Premium Cottages and Luxury Tentsdirectly into the core wilderness seamless and immersive.

• Being so close to the forest, what unique wildlife or nature-led moments do guests typically encounter here that they may not experience elsewhere?

The resort’s extensive, naturally landscaped grounds, which border the forest, facilitate unique nature-led moments outside the official safari hours. Guests often report observing varied birdlife and smaller mammals right from their private porches or gardens, such as the ones attached to the Executive and Premium Cottages. Furthermore, the resort’s atmosphere is continuously immersed in the jungle’s natural soundtrack—from alarm calls to nocturnal sounds—providing a deep sensory connection that is a hallmark of the stay. We enhance this through curated experiences like peaceful evening walks within the property, focusing on micro-ecology and local flora.

• From a guest experience lens, how do you ensure that first-time wildlife travellers as well as seasoned safari-goers both feel equally engaged and well taken care of?

We engage all guests, regardless of their safari experience level, through personalized safari guidance and on-site resources. For first-time safari-goers, the resort staff handles all complicated logistics, including permit and jeep bookings. They are paired with guides who prioritize the essentials of viewing. For seasoned visitors, the focus is on depth: they are typically connected with our most experienced guides for advanced tracking discussions and behavioural insights into specific tigers.

• In terms of comfort and service, what are the small but meaningful touches your team has introduced that guests frequently notice and appreciate?

WelcomHeritage excels in discreet, anticipatory service. One of the most valued touches is the post-safari ritual: immediately upon returning from a dusty jeep ride, guests are welcomed back with scented wet towels and refreshing local drinks, signaling the instant shift back to luxury comfort. Dining is another area of focus; the chef at our Royal Oak restaurant frequently offers to prepare local, authentic, or personalized meals off the menu, including local Saoji cuisine, ensuring that individual cravings and dietary needs are met with high-touch, genuine care.

• How do you strike a balance between offering an immersive jungle experience and ensuring guests enjoy the comfort, privacy and personalised service expected from a WelcomHeritage property?

The balance is expertly managed through architectural layout and the quality of amenities. The accommodations, including the spacious Luxury Tents (1200 sq. ft.) and various Cottages, are deliberately spread far apart amidst dense, natural landscaping, ensuring maximum individual privacy and a sense of exclusive seclusion. While the design is authentic and earthy, featuring private sit-out areas to enjoy the exotic landscape, the interiors are backed by the highest standards of luxury, including premium bedding, air-conditioning, and the full-service Spa for complete rejuvenation after time spent in the wild.

• Are there any recent upgrades—rooms, dining, experiences or sustainability initiatives—that you feel have positively influenced guest satisfaction?

The introduction of pottery sessions at WelcomHeritage Tadoba Vanya Villas Resort & Spa is a significant upgrade that has positively influenced guest satisfaction by enhancing the overall experience category. This experiential addition, coupled with the resort’s already consistently praised elements—particularly the exceptional and personalized hospitality from the staff and the delicious, multi-cuisine dining—contributes substantially to positive feedback and guest loyalty. Furthermore, the resort actively focuses on sustainability and conservation by collaborating with local artisans, and fostering nature appreciation.

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India has consistently ranked among the top five key markets for Sharjah, underscoring its significant contribution to the emirate’s tourism growth. In 2023, Sharjah welcomed 163,329 visitors from India, marking a notable 5% increase compared to 2022. This rise demonstrates India’s growing importance as a source market and its continuous positive impact on Sharjah’s tourism sector.

Recent years have seen a substantial uptick in luxury travel from India, with more visitors arriving from major cities like Mumbai, Delhi, Bangalore, and Chennai. This trend reflects an increasing preference for premium experiences among Indian travellers, including high-net-worth individuals, luxury leisure seekers, and affluent families. This shift has significantly expanded and enriched Sharjah’s luxury tourism offerings.

At SCTDA, we adopt a data-driven approach, utilising comprehensive market research and in-depth analysis of Indian travellers’ habits, preferences, and needs. These insights form the foundation of our strategic initiatives and campaigns, enabling us to tailor our offerings precisely to meet the expectations of Indian tourists and enhance their overall experience. We provide personalised itineraries and experiences that resonate with their desire for immersive cultural experiences, adventure-based travel, and family-friendly activities. This includes a diverse range of options, from cuisine choices to cultural celebrations and activities that cater to their specific interests.

Sharjah’s ability to offer premium experiences makes it a destination of choice for savvy travellers, further driving tourism growth in the region. As Sharjah continues to evolve as a global tourism hotspot, its partnership with key markets like India underscores its appeal and commitment to offering unparalleled experiences.

SCTDA has led efforts to present Sharjah as a secure and distinctive family destination. Could you please explain the significance of this, as well as the different initiatives planned by the emirate to encourage further tourism growth from this sector?

Sharjah is the third largest and the most family-friendly city in the UAE. The emirate’s pioneering efforts and accomplishments in recognising and prioritising children’s rights led to its being conferred with a prestigious accolade from UNICEF, making it the first city in the Middle East to become a Child Friendly City (CFC), and the first in the world to win the title after successfully meeting the new international requirements and criteria launched by UNICEF in 2018. The emirate was also honoured twice with the prestigious UNICEF Child Friendly Cities Initiative (CFCI) Inspire Award in 2019 and 2021.

The emirate offers a plethora of family and kids-friendly destinations, experiences, and activities where fun, entertainment, and education meet. Educational and cultural experiences include museums like the Sharjah Science Museum, Sharjah Art Museum, and the Sharjah Museum of Islamic Civilization. Parks and recreational activities such as Al Montazah Parks, Al Majaz and Kalba Waterfronts, and Al Noor Island provide fun and leisure opportunities. Sharjah’s beaches and water activities, including Al Heera and Khorfakkan, are perfect for family outings. The emirate also boasts over 66 green parks and safe play areas.

For adventurous families, Sharjah Safari, the largest safari park outside of Africa, and Arabia’s Wildlife Centre, one of the largest homes for rare animals in the Arabian Peninsula, offer unique wildlife experiences. The emirate also hosts numerous events and festivals, such as the Sharjah Children’s Reading Festival and the Sharjah International Book Fair (SIBF), which offer a great literary gateway for children.

Sharjah continues to strengthen its family-friendly policies by adopting international best practices and developing destinations that attract families seeking fun, adventure, and edutainment. These efforts not only enhance the quality of life for residents but also position Sharjah as a premier destination for family tourism, ensuring a lasting impact on the community’s well-being and growth.

Sharjah’s art landscape has transformed significantly over time. What strategies do you have in place to establish Sharjah as a leading creative hub for artists and creative minds from both the region and globally?

As the world increasingly embraces cultural experiences, the art tourism market is experiencing a remarkable surge. A recent study by Future Market Insights forecasts growth leading to an impressive $52.42 billion valuation by 2032. This upswing is both commercially and culturally profitable, enabling economies and communities to grow richer through art.

Sharjah has been at the forefront of this cultural renaissance, offering a diverse array of experiences centred around culture, art, and heritage. The emirate is home to destinations such as world-class museums, historic sites, and cultural centres, where visitors can immerse themselves in vibrant art and cultural scenes.

For example, the Emirates Fine Arts Society, established in 1980, is dedicated to supporting and stimulating the arts scene in the UAE. The society’s Annual Exhibition, the longest-running art exhibition in the country, is held at Sharjah Art Museum. Sharjah also hosts several big art-focused events that draw international attention. The Sharjah Light Festival, for example, brings together international artists who present dazzling light shows against the backdrop of Sharjah’s traditional heritage, attracting thousands of visitors annually. The Sharjah Biennial is another significant event, serving as an international platform for exhibition and experimentation for artists from the region and beyond. Since 1993, it has commissioned, produced, and presented large-scale public installations, performances, and films by artists around the world.

Venues such as Sharjah Art Foundation support the art scene in the emirate with flagship projects like the Rain Room. The Flying Saucer houses the first public art library in Sharjah. These initiatives provide artists with resources, spaces and wider peer communities they require to thrive.

Despite the thriving tourism in the region, some individuals highlight the perception of limited access to leisure, entertainment, nightlife, and clubbing in GCC countries compared to Western destinations. How do you anticipate this perception evolving, especially regarding attracting more young tourists to the region?

In the evolving landscape of global tourism, there is a significant shift towards diverse and authentic experiences beyond traditional leisure and nightlife. According to Hilton’s 2024 Trends Report, modern travellers are increasingly prioritising experiences, exploring the unknown, trying local cuisine, and learning about local customs and traditions when on holiday. This evolving traveller profile presents an opportunity for destinations like Sharjah to showcase their unique offerings.

The UAE has been ranked first in the region and 18th globally in the World Economic Forum’s Travel & Tourism Development Index (TTDI) 2024, proving it to be a truly remarkable destination. Sharjah, with its rich historical and cultural heritage, leads the way in offering authentic experiences. The emirate has numerous heritage projects meticulously restored and transformed into tourist destinations, such as the UNESCO-nominated World Heritage Site Mleiha and its archaeological center. The Heart of Sharjah district, housing the Chedi Al Bait, Sharjah and Serai Wing, Bait Khalid Bin Ibrahim, is another example of protecting heritage while upgrading destinations with modern comforts.

Sharjah’s art scene, family-friendly attractions, and diverse cultural and recreational activities cater to various traveller segments, including young tourists seeking unique and immersive experiences. As the GCC emerges as a premier tourist destination, the region’s strategic investments in infrastructure, cultural exchanges, and enhanced accessibility for global travellers are paving the way for a new era in tourism.

By blending authentic experiences with modern amenities, destinations like Sharjah are challenging conventional perspectives and captivating an increasingly discerning global audience. This evolution in tourism offerings reflects a broader trend across the GCC, where governments are investing in diversifying tourism to engage with younger demographics and meet their evolving preferences.

The post Sharjah Commerce and Tourism Authority sets new milestones under H.E. Khalid Jasim Al Midfa’s Leadership appeared first on TnHGlobal.

• Taiwan External Trade Development Council (TAITRA) has been present in India for more than 30 years, and it has been organizing Taiwan Expo in India since 2018 in India-how has the journey been so far?

Economic cooperation between Taiwan and India led to the establishment of the Taiwan External Trade Development Council (TAITRA) in India, under the name of Taipei World Trade Center, with its four branch offices in Mumbai, Chennai, Kolkata and New Delhi, since 1992. In India in April 2018, we established our fourth office in India, in New Delhi, followed by a Taiwan Expo in May and a Bilateral Investment Agreement that December. For more than 30 years, our presence in India has been the pioneering step towards building long-standing bilateral ties between India and Taiwan. Over the years, we have scaled up business growth opportunities fuelled by conducive trade policies and agreements to ensure a healthy growth prospect. Bilateral trade between India and Taiwan increased from $2 bn in FY06 to $7 bn in FY19. We are confident that TAITRA will continue to play a key role in strengthening the ties between both countries and help India advancing towards a USD 5 trillion economy.

• Can you tell us about Taiwan Plus, an official platform set up by Invest India and Taipei Economic and Cultural Center in India (TECC)?

Taiwan Plus is an official platform set up in partnership with Invest India and Taipei Economic and Cultural Center in India (TECC), under the aegis of Government of India and Taiwan. This is a strategic initiative to facilitate Taiwanese companies in India and will act as a one-stop-shop to promote, facilitate and retain Taiwanese investments in India.

Key Functions broadly include entire spectrum of investment promotion – research, outreach, promotion, facilitation, and aftercare. Initiating, attracting, facilitating, fast-tracking and handholding Taiwanese investments across sectors. Providing information on investment opportunities across sectors, in specific projects. Extending holistic support to small and medium enterprises and entrepreneurs from Taiwan with an interest in investing in India.

• Why do you think there is a natural synergy between Taiwan and India which goes beyond business?

In recent years, the ties between India and Taiwan have gained unprecedented momentum, owing primarily to increased support for Taiwan among Indian civil society organisations. As investments and business grow, the countries also have similarities and numerous untapped opportunities for cooperation in tourism and education. There are close to 3,000 Indian students pursuing higher education in Taiwan, and numerous domestic tourists visiting both countries as a preferred holiday destination. With shared democratic values and cultural proximity aided by conducive policies, ties between India and Taiwan are set to grow stronger in the years to come.

• What can we expect at the Taiwan Expo this year?

This year the much-awaited 7^th edition of the Taiwan Expo’24 is scheduled from July 8 – 10, 2024 at the Pragati Maidan (Hall no.2). This year the Expo will have 12 pavilions on display across key categories like Electronics manufacturing, Medical and Biotechnology, Smart lifestyle, Smart Manufacturing, Smart Mobility, Taiwan Product Centre, Tourism, Sustainable and Innovation Textile, offering exhibitors and visitors, a closer look and deeper experiential interaction with the product portfolio. Some of the products that are being showcased at the Expo include, AI Gaming Laptop, EV charger solution, aesthetic medicine solution, Electronic Medical Records (EMR) and eHealth, Industrial SSD solution, Gaming chair/ Ergonomic Standing Desk, Health Care and Medical Products, Digital Key Box, Aluminum Roller Door, Automatic Heating/Cooling Compression Molding Machine, Computer Memory & Storage, to name a few. The Taiwan Expo aims to further consolidate and grow the business opportunities by showcasing the latest products and solutions curated based on the most recent government policies, local market demands and consumption trends.

• How often have you visited India? Please tell us what you like about India?

I see India as my second home and love to come here as often as possible. The people culture food and indigenous energetic vibe of the country really fascinates me. The people here are enterprising and adoption of technology to drive innovation really entices me.

• Today startup ecosystem is booming; so, what is your advice to younger generation getting into business?

The startup ecosystem is indeed booming, presenting immense opportunities for the younger generation to innovate and create impactful businesses, but it is important to spend time to find what you are passionate about and validate your idea. Once you have an idea, deep dive into research and focus on learning and upskilling while building a strong team. Investments will come by but the key is to be financially prudent. Focus on Customer Experience, Quality and Service and use technology to streamline operations, enhance productivity, and improve customer engagement. Finally, do not underestimate the power of networking and having a healthy Work-Life Balance.

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“This creates new opportunities for business, trade, tourism, and culture. I truly believe this is India’s decade,” he said.

“In VFS global, we are very optimistic about the prospects of India as a global destination, as a source,both for inbound tourism and outbound travellers. India has a vibrant and diverse economy, a large young population, and a rich cultural heritage. These factors make India attractive, both for investors and visitors,” he told PTI in a recent interview.

Known for creating a new industry of visa and passport outsourcing, VFS Global in just 22 years of its inception operates in 149 countries through 3,353 application centers. So far it has processed 278 million applications and 130 million biometrics enrolments.

Today VFS Global is the trusted partner of 67 governments, including the Five Eyes Intelligence Alliance (the United States, the United Kingdom, Australia, Canada and New Zealand), and 24 of the 27 Schengen countries.

“VFS Global is a truly Indian success story that has gone global. I mean truly global. I conceptualised and launched VFS Global in India, one of the first made-in-India unicorns to become a global leader in its field,” Karkaria said.

“We remain committed to supporting India’s growth story by providing seamless and tech-driven visa services to events, to secure cross-border mobility for people and trade. This is to and from India, thereby contributing to India’s economic growth,” he said in response to a question.

In the US recently for meetings, Karkaria, said there is a lot of excitement and interest by global CEOs in India.

Karkaria previously served as CEO of Kuoni Travel Management Ltd, the 118-year-old Switzerland-headquartered former travel services provider.

“India has been a land of opportunities. It’s expected that India will be the fastest-growing major economy in the next three years. I concur with our Prime Minister’s vision and statement when he says that India will soon be the third-largest economy in the world,” he said.

“The government has also introduced several reforms to improve the ease of doing business, and the ease of living which are very important. Two basic requirements. But it’s very important for people who want to invest and live in India. This is attracting more investors,” he asserted.

Days after Prime Minister Narendra Modi launched the ‘Chalo India’ campaign to promote tourism and motivate people to travel to India, the CEO of VFS Global said meetings, incentives, conferences, and exhibitions are a major growth driver for the travel sector and economy in India.

India today offers many options across the economic spectrum for travellers with the investments that India has made in its infrastructure and in terms of connectivity around the world.

Super optimistic about India’s future, he said: “I am committed to Prime Minister Modi’s Viksit (developed) Bharat’s vision, which is the government’s action plan to transform the country into a developed nation by 2047.”

The post This is India’s decade as global destination for investments and travel: VFS Global founder appeared first on TnHGlobal.

Words by Prem Kumar

Post-Covid-19, as the focus shifts towards digital transformation, technology and innovation will emerge as powerful change enablers on the road to recovery, says Rakesh Bansal, CEO, Amadeus, India & Subcontinent. “In today’s evolving landscape and the coming times, travel providers need to use the latest technology and automation.” Amadeus sees technology playing a key role in helping the industry deliver a frictionless and safe traveller experience in areas such as health status indication, travel information and contact and touch-less solutions. The first lesson from the pandemic, according to Bansal, is that customer service has to be a priority. Read on excerpts of his interview to TnH:

Q. 2020 was an unprecedented year for the tourism sector. How was the year for Amadeus India?

There is no part of the world that has not been impacted by COVID-19. It was a challenging year, particularly for the travel and tourism industry. Amadeus’ business was impacted by the global drop in air traffic, just as that of our customers and partners. Although the pandemic has had a long-lasting effect on all of us, it also brought us closer as an industry.

Q. How did you cope with the situation caused by the pandemic, lead your people and manage your operations?

During the time of uncertainty and change with COVID-19, we were more focused than ever to ensure the health and safety of our employees, to continue supporting our customers, and to secure the continuity of our operations.

Despite the disruption, our commitment to providing customers with the best possible service, around the clock, was unwavering. This meant continuing to serve them as smoothly as possible, without interruption; centralizing our focus on our day-to-day operations to ensure stability.

COVID-19 caused an unprecedented situation in the travel industry which saw and is continuing to see a significant number of cancelled flights and booking changes. In the face of such disruption, our teams have worked around the clock to support our customers in re-accommodating travellers, while all the time maintaining a stable system. We have been working with our airline partners and subscribers to extend the validity of impacted PNRs from four days to up to one year which will help facilitate traveller servicing during this challenging time. We undertook several other measures as well.

Q. What new challenges and opportunities do you see for companies like yours in the post-Covid world? 

We know technology and innovation will emerge as powerful change enablers on the road to recovery as corporations shift focus towards digital transformation. In today’s evolving landscape and the coming times, travel providers need to use the latest technology and automation, with contactless being a key requirement.

COVID-19 has unquestionably accelerated the adoption of new technologies within hotels. From replacing tangible restaurant menus and paper in-room compendiums with scannable QR codes to contactless hotel check-in capabilities, mobile room keys, touchless payments, and in-app ordering and appointments-booking, almost every aspect of the hospitality experience can now be accessed through guests’ own mobile devices, provided that hotels have adopted the right software.

With regards to airports, in the near future, we expect airports in India to introduce new technologies and a greater level of automation to all of their processes. Contactless technologies are likely to become commonplace so that passengers can move from check-in to boarding in a more safe and seamless way. This could range from contactless check-in kiosks to biometric security checks. We also expect airports to adopt a range of technologies to reduce crowds and queues within the terminal buildings, to meet new demands for social distancing. The introduction of off-site passenger handling services – such as check-in and bag drop services outside the airport terminal at railway stations, conference and sporting venues, and hotels – is likely to be one such development. Mobile check-in and bag drop stations could also be placed at an airport away from traditional check-in areas, such as at the airport entrance or in the car park, to add extra capacity on demand. Other developments could include the use of multi-lingual robots to help with passenger way-finding; AI-powered signage to direct passengers to avoid crowds; and the use of crowd management technologies to ensure social distancing policies are being followed. Many airports had already begun laying down a blueprint for digital transformation before Covid-19, but the pandemic will inevitably accelerate adoption, which is good news for passengers who will benefit from a more frictionless experience in the future.

Enabling safe travel is a top priority for the industry. Amadeus sees a key role for technology in helping the industry deliver a frictionless and safe traveller experience. We specifically see technology helping in three key areas such as health status indication, travel information and contact and touchless solutions.

Q. How will the pandemic influence your priorities for the New Year?

It will take a community response to get the world travelling again. We’re committed to working together with our customers, partners and the wider industry to rethink travel and reignite traveller confidence, ensuring it continues to be a key driver of global progress, positivity and prosperity. The success of the travel industry hinges on our collective ability to adapt, innovate, and collaborate to make travel easier, safer and more seamless than ever before.

Q. How do you see IATA’s NDC (New Distribution Capabilities) enabling the travel industry to transform the way air products are retailed to corporations, leisure and business travellers?

Despite the unprecedented crisis that we are still navigating, NDC remains just as important as it was before. In fact, NDC is even more crucial today, as it is one of the paths to recover and leapfrog into better retailing for the travel industry. Now is not the time to take the foot off the pedal. It’s time to double down, triple down, and focus on the path of the future.

COVID-19 has shown us that during disruption, travel companies deal with an extraordinarily high volume of transactions encompassing a complex set of servicing requirements. Ensuring consistency in API interpretation and implementation will mean we can handle this type of peak efficiently via NDC technology in the future. Additionally, it has become clearer that quick and efficient communications are critical in times of uncertainty and disruption. Fortunately, NDC can improve customer service and provide reassuring information relevant to passenger’s concerns, whilst still allowing airlines to outline the offer more clearly – it’s about enabling precise communication and sophisticated retailing techniques.

One of the partly fulfilled promises of the NDC standard is that it enables airlines to deliver new kinds of content and packages to travellers. This is a strength that will become even more valuable in the future. Now is the time for the travel industry to ask what these unique and personalized offers can look like, and how they can help passengers feel safe; maybe lounge access will become even more valuable, or perhaps travellers will want the assurance of priority boarding in staggered boarding times or extra space between passengers.

NDC is one, yet critical, an enabler in the larger vision of enhanced travel retailing. NDC is here to stay. It provides great benefits for airlines, travel agencies, corporations, travellers and the whole industry.

Q. How much progress have you made towards the adoption of NDC in India? Has the pandemic anyway affected your NDC adoption plans?

Across Asia, we are working with multiple airlines and travel sellers through our NDC [X] program. Airlines such as Japan Airlines, Cathay Pacific, Qantas, and Singapore Airlines are all on board with our NDC [X] program in order to make their content bookable by travel sellers through our Amadeus Travel Platform.

Most recently, we were very proud to announce our latest distribution deal with Singapore Airlines to bring their content via NDC to travel sellers. This includes ancillary services such as seat selection, excess baggage, special fares, and personalized merchandising offers for loyalty members and corporate travellers. The content will be available in the Amadeus NDC-enabled solutions used by agents today, providing a familiar and efficient booking environment. The Amadeus Travel Platform includes critical servicing functionalities that agents need, such as the cancellation, void, refund and modification of NDC bookings.

To support the NDC standardization and help travel agencies book content via NDC, we are continuing to focus on the integration of servicing capabilities in our NDC-enabled solutions, like cancellations and ticket changes.

NDC remains a priority, despite the pandemic. And don’t just take our word for it; our customers are saying the same too! Just recently, American Airlines published a blog post on our website entitled “NDC remains critical in challenging times.”

Q. In what ways do you think lessons and experiences of the pandemic are going to drive innovation in travel technology?

The past 10 months have seen some remarkable initiatives that remind us that crises can be both destructive and creative forces for innovation. The first thing that we’ve learnt is that customer service has to be a priority. When global air travel restarts, travellers are likely to be more sensitive than ever as to how their flight reservations will be serviced; we must keep this in mind while developing the NDC standard. Selling a ticket via NDC technology isn’t enough – we need to develop solutions that make it easy for those flights to be cancelled, changed, or modified (perhaps several times). Today when quick and efficient communications are critical, NDC standard can improve customer service. At times like these, this feature is worth investing in.

COVID-19 has acted as an accelerator of change, with travellers now demanding new services and technology. Today digital is at the forefront more than ever, in terms of contactless tech, online payments, chatbots, automation, machine learning etc.

In travel, one opportunity for creativity has been the change in travellers’ expectations. There is now much more demand for self-service at the airport, meaning the potential applications of biometric technologies have increased dramatically. Additionally, there is also a greater need for destination-specific health information. The demands on the travel industry are changing and these new expectations extend to how people pay for travel.

At Amadeus, we’ve spoken about the benefits of a transition to digital payments for quite some time, often in the context of its potential to enable truly frictionless payments for travellers. The present growth in the popularity of digital payments presents us with a once in a generation opportunity to harness new technology that brings down the cost of payments and improves the payment experience. Helping people to pay in the way that they feel most comfortable is just one step on the journey towards a frictionless travel experience.

Informed by over 6,000 travellers across France, Germany, India, Singapore, UK and the US, a recent global traveller study commissioned by Amadeus found that technology plays a crucial role in supporting recovery, as over 4 in 5 (84%) travellers said the technology would increase their confidence to travel in the next 12 months by addressing concerns around mixing with crowds, social distancing and physical touch-points.

The priorities Indian travellers wanted from technology were for it to:

• Minimize face-to-face or physical contact with others
• Reduce queues and congestion in public places
• Protect financial data and personal information
• Minimize the requirement for physical documents

Hence, mobile applications, self-service portals, contactless payments and transactions etc. would be the focus in the coming times. The proliferation of smartphones, the internet, the advent of 5G and technology-driven tools and platforms will be acting as a catalyst for speedy digitisation of the travel sector.

Q. What has been your strategy to maintain your brand loyalty amongst customers? 

Our priority has always been to empower Amadeus subscribers with the latest and most technically advanced automated products and customized solutions. We have helped in automation and improving efficiencies through Amadeus Selling Platform Connect and value-added cutting edge technology solutions, that has enhanced our brand loyalty.

Our brand loyalty strategy involves working closely with our partners, to provide them with our unstinting 24X7 support and solutions that improve their efficiency, reduce workload. We also offer technology that helps them ensure enhanced traveller experiences.

Amadeus has been collaborating with its subscribers, partners and the travel industry’s movers and shakers to rethink the future of travel and has provided solutions to help the partners sail through unprecedented times, further strengthening our brand loyalty.

The post ‘Technology & Innovation to Emerge as Powerful Change Enablers’ appeared first on TnHGlobal.

We devour anything that comes out of the kitchen of Brand CAARA. The company runs three restaurants, a catering service and a cookery school. TnH caught up with Ambika Seth, the talented and diligent food entrepreneur who owns the brand along with her partner Alice Helme, to discuss the making of CAARA, and her plans for scaling it as a platform to train Indian chefs in the culinary arts.

Describe your path to what you’re doing now.  After graduating from EHL, I was hell-bent to work for a company called Six Senses. I heard its owner of that time (Sonu Shivdasani) speaking in my college multiple times and was blown away with their sustainability approach to hospitality and for creating a company culture I am yet to see so beautifully in any other organization. I waited for almost six months until I got a job with them to be part of the pre-opening team for their resort in Vietnam’s Con Dao. The job was of a project manager, which basically entailed everything from being an assistant of the GM to procurement to being privy to all progress and budget-related meeting with the owners etc. And how could I have said no? It was Six Senses and Vietnam. I went on to complete the project with them and successfully opened the resort. It entailed me living between Bangkok (where Six Senses had their head office), Ho Chi Minh City and the island of Con Dao where I lived for four months out of local Vietnamese hotel (the only one on the island at the time).

Every bit of that experience was unbelievable! I learnt the A to Z of how to open a resort from construction to fit-out to marketing to procurement. I went on to work for the owning company (Indo China Capital) where I was part of their hospitality team to manage seven leisure assets from hotels to luxury service apartments and golf courses across Vietnam and therefore also got to see so much more of this amazing country.
Having been away from India for so many years, I was very keen to come back home and do something in my own small way for my country. When I moved back to Delhi, I started to search for land in the outskirts of the city to start my own volunteer tourism-based resort – a dream I still have. And in the process, I met with the farmers in the local area. This interaction got me curious about where our food comes from and about the plight of our farmers in India. I went on to create a brand called Farm Love where I would work with local farmers in Haryana to grow chemical-free veggies, give them double the rate they were getting from the market, cutting the many middlemen and supplying the produces to hotels, restaurants and homes across Delhi-NCR. It was during this time when I met my partner Alice who was doing her own catering (called Damson) in Delhi. We both had so much in common- the love for F&B and great ingredients because these are really the key to great food. It was this common passion that led us to join hands and start CAARA.
CAARA started as a catering company and today after six years, it runs numerous verticals: catering, home delivery (easy dining), CAARA cookery school, the chef’s kitchen, cafes and restaurants.

Was there an ‘Aha!’ moment when you realized that you wanted to get into the food business?
Not really!! It was quite the opposite actually. When the whole discussion about college started in grade 11, I was convinced that I wanted to go to America, just as my sisters had gone there. I wanted to have the experience they had which seemed to be so amazing. It was only my parents who said that knowing the kind of person I am hospitality maybe a career path I should look at and that the best school in the world was just an hour away from Geneva (Ecole hôtelière de Lausanne). My first reaction was that there was no way I was going to stay in Switzerland any longer. As beautiful as it is, as a teenager it can get a wee bit boring! Nonetheless, my parents convinced me to apply for and I thank my lucky stars that I got accepted and it was history from there onwards. When I set foot at EHL, I knew this was the best decision of my life and it was!

What does a typical day look like for you?
Given that I run a catering company also, often there are weeks I work without any time off as events happen during the weekend as well and 9 out of the 10 times I still go to do a round to check everything before the event kicks off. So the one thing I do for myself is not to miss my one-hour of exercise from 8 to 9 AM, which is a super fun aerobics class I do every day! Post the class, the dash starts- getting home, seeing my son for half an hour before I get dressed and drop him to school. Rushing for work- it’s a blessing if I ever manage to make it to the office otherwise most days I’m on the road either for meetings or for visiting the four cafés we have or attending a catering event. It’s 8 PM before I know it and I try to get home at some decent hour, as it’s the only time I spend with my son. When I’m at home, I try to leave my work behind so I can have time with the family. My husband Rahul is also in the same industry so it is a rule at home that unless it’s some kind of emergency, we don’t talk about our work at home, as more often than not, we are dealing with the same issues. The day is packed, hectic and at the same time rewarding, and I am often dealing with a thousand emotions from managing the team (one of my biggest jobs) to our client’s expectations. At times it gets overwhelming but then when you successfully pull something off; it makes it all worth it.

Any successful business requires a great team. How did you build yours?
This is true. It has taken a long time. When we started we were four employees, and today we have a strength of 80 and growing with the grace of God. We have had many people coming and going both from India and abroad, some I still miss hugely because they were such an integral part of CAARA’s growth. But when the team was small, if I ever got a resignation, my heart used to miss a beat; I felt it was my fault for letting them down and the reason for their resignation but more than that, it was the fear of ‘how will we keep going on without that person.’ As we grew, as I became wiser and definitely not as sensitive, I realized that even though the team is the backbone of everything, no one is indispensable and therefore I should let the fear go and do whatever I can to make them happy and comfortable. Today, I have a relationship with each and every person who works for us, from the stewards to the chefs to the drivers. I deeply care for each one of them and I make sure that whatever we can do for them, we do it well. We may not be a huge company that can give many additional benefits to them, but yes, simple things like paying salaries on time even if in that month we may have not met our target, doing social HR activities with them, rewarding those who have worked hard and well, promoting when necessary, paying yearly increments – all small things but surprisingly many companies fail to do so. I am proud that we do that and we do it well and fairly. And it is for this reason that our retention rate is high and we have had people with us for a long time. And those who move on, I let them go with my best wishes and happiest heart to bigger and better things knowing that CAARA played some role in their growth and success.

What do you think was the most important ingredient in your brand’s popularity and success?
Consistency in the product, checking and rechecking recipes before we roll them out and our unconditional perseverance to ensure that the ingredients we use are always top-notch, supporting both local artisans and suppliers, and also sourcing globally whenever required.

What do you want to explore or work on in the next few years that you’re not already doing?
I don’t think India has enough training facilities for someone who wants to get only into the culinary arts; not hospitality but the culinary arts. I want to be able to see many more Indian chefs recognized globally for their work; there is a lot of untapped skill here but sadly there exists the stigma of being a ‘chef’, a profession which is still not considered prestigious enough in a typical Indian home. It’s not comparable to a doctor, lawyer etc. Therefore, I want to be able to have a culinary school here to harness this talent and train the youth in this field to get recognized not only in India but globally as well, based on the education and experience, they will receive at CAARA, which incidentally stands for culinary arts and research academy.

Finally, what advice would you give to a young person just starting out?
Stop thinking about it and just start. You may do 5, 10 things before you actually figure out your calling but with each experience, you will learn more and if you don’t start for the first time, you will never know the incredible journey of being an entrepreneur.

The post A Spotlight on Ambika Seth – The Secret Recipe Behind the Success of Brand CAARA appeared first on TnHGlobal.

Q. Since the last nine months, the travel & hospitality industry has been going through its worst phase. Looking back, how would you describe the impact of the pandemic on the travel & hospitality sector?

COVID-19 has affected every sector across the globe, and the hotel industry is among the hardest hit.  The crisis is unprecedented and moving quickly, however, still deeply uncertain.  Strategies to flatten the COVID-19 curve such as community lockdowns, social distancing, stay-at-home orders, travel and mobility restrictions have resulted in the temporary closure of many hospitality businesses and significantly decreased the demand for businesses that were allowed to continue to operate. The hospitality sector was amongst the first hit and might be the last to recover.

Q. How has been Roseate’s experience of navigating through these tough times? What was the biggest challenge you faced during those months?

To stay at the top of the situation and sustain, we were constantly on our toes to find innovative ways to weather the storm. Both the properties of the Bird Group that are located in New Delhi, Roseate House as well as our flagship resort The Roseate, are close to the airport and participated in the Vande Bharat Mission’ of bringing back home our countrymen from across the globe. The total number of pax opting to stay in the hotels help us get the numbers. The Roseate was the only five-star resort participating to help.

We have also started food delivery from our restaurants for our patrons who are missing fine dine experience and that also contributes towards the revenue. Roseate Hotels & Resorts in association with Launderette is also offering a hygienic and contactless 24 hours of laundry delivery services. We have also shifted from plastic bottles to glass bottles. There is a 60 per cent saving that further strengthens our commitment to go green.

It is a matter of pride for us that even during this highly contagious pandemic situation, the confidence of our guests in Roseate Hotel and Resorts never wavered, However, our biggest challenge during the period was to continuously supervise and monitor the situation and ensure that we are worthy of the trust our guests have placed on us.

Q. How many hotels have you reopened so far? How has been the initial market response to reopening?

Our all three hotels are operational right now and the response was fairly good when we reopened. People at the moment are quite worked up with the current situations. Working out from home which was earlier thought to be a relaxation has turned into a trap. Opening of hotels has brought in a new way to relax and work. At Roseate we have started a day pass which allows them to check in during the day and check out by the evening. If we talk about the current situations the hotels are doing well.

Q. After reopening, what challenges are hotels facing in running their operations?

While the hospitality industry is slowly recovering, the COVID-19 crisis continues to exert profound impacts on how hospitality businesses operate. Hospitality businesses are expected to make substantial changes to their operations in the COVID-19 business environment in order to ensure employees’ and customers’ health and safety and enhance customers’ willingness to patronize their business.

People have once again started drawing up travel plans to cast away monotony wrought by months of lockdown and work from home. But what has now pipped luxury and comfort – deciding factors in the pre-CIVID-19 era – is safety. People want to be flexible with their travel plans as far as possible to holiday in the safest possible way. Roseate Hotels & Resorts is also not leaving any stone unturned to accommodate guest demands in a bid to comfort them and inspire their confidence during their vacation. Sensing the rising demand for short-haul drivecations and staycations in the city hotels, we have developed flexible packages that can further be customized as per guest needs. Alignment of guest plans with a hotel’s offering is the strategy to drive both guest confidence and enterprise revenue.

Q. What are the new safety measures you have put in place at your hotels?

The hospitality industry has to dramatically change the way it operates and communicates with people. We have introduced ‘Care by Roseate’ which involves stringent procedures in place to ensure no contamination enters via any route. The measures involve thermal screening at entry gates of all passenger vehicles and display of ‘Safe’ status in the Arogya Setu app for staff and guests.  Sanitisers have been kept in all prominent locations within the hotels and resorts. Guest luggage is disinfected from outside upon arrival. To enable seamless, remote check-ins, ‘Touchless Check-ins’ would be facilitated via an app, in which all information would already be pre-registered. After check-out, the same room would be allocated only after 24 hours after they have been thoroughly disinfected. Roseate Hotels and Resorts also follows an alternate room occupancy policy to maintain social distancing. Housekeeping staff wear Personal Protection Equipment (PPE). Delivery and clearance of room service orders are just outside the hotel room entrance. To ensure touchless usage of elevators, a staff member in PPE is present to operate them with not more than three members at a time.

Q. With norms like social distancing into play, how do you see this affecting the guest experience?

Hygiene is amongst the top priority by our guests. Our ‘Care by Roseate’ ensures guest safety which has been well appreciated by our guests. We have tried to make the process seamless by introducing queue-free check-in via Bird Apps. As safety is the most important factor during these times, following all the norms results in increasing guest confidence. We have been trying to ensure the best and transparent practices. Having said that, it should also be noted our service staff wears designer PPE to ensure that the aesthetic factor is also not ignored.

Q. You have announced ‘Never Leave Staycation Packages’ for your Delhi property. What is the idea behind this offer?

The basic ideation behind our ‘Never Leave Staycation’ packages is to provide a break to our Delhi guests from the lockdown monotony which they are facing since March by providing them great offers through which they can unwind while being completely assured of the safety around them. It’s an ideal experience which includes pick up and drop from your home to The Roseate or Roseate House and incorporates a night’s stay inclusive of a lavish breakfast and choice of delicious set menu for lunch or dinner. This also includes WiFi, evening turndown amenities and chocolates curated by chefs and a guaranteed early check-in and late check-out. There is a complimentary upgrade to the next category.

Q. What is your overall strategy to revive your business? What are the segments and markets you are expecting your initial business from?

During the lockdown, our revenues were primarily from food delivery segment. However, now once all the hotels have reopened, we are now looking at traditional revenue drivers like occupancy, social functions etc.

Our long-term strategy is that we are planning to enter into management contracts and also promote standalone outlets of our brands Mithai by Roseate and Roasted By Roseate.

Q. What is your expectation from the government for the Country’s travel & hospitality sector during this difficult time?  

We expect more support from the government. We want travelling interstate norms to be eased. The government should help the industry by providing incentive packages. More campaigns in the line of Prime Minister’s Dekho Apna Desh might help in reviving the sector.

The post Navigating through the crisis successfully, the Roseate way appeared first on TnHGlobal.