· 2011-01-03 · Table of Contents Foreword from the President,...
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Transcript of · 2011-01-03 · Table of Contents Foreword from the President,...
Table of Contents
Foreword from the President, FHRAI............................................................................................................ 1
HVS Hospitality Services................................................................................................................................ 2
®ECOTEL ............................................................................................................................................................ 4
Synopsis & Key Highlights of the Survey..................................................................................................... 5
Country Trends................................................................................................................................... 7
In The Focus......................................................................................................................................... 8
City Trends........................................................................................................................................... 12
Indian Hospitality – In Sync with Nature....................................................................................... 19
1. Indian Hotel Industry – by Star Category............................................................................................... 22
2. Indian Hotel Industry – Inventory and Chain Affiliation................................................................... 31
3. Indian Hotel Industry – Seven Major Cities.......................................................................................... 39
4. Indian Hotel Industry – Twelve Other Cities......................................................................................... 50
Hotel Analysis Worksheet................................................................................................................................ 61
The Federation of Hotel & Restaurant Associations of India is pleased to present the thirteenth annual edition of the Indian Hotel Industry Survey, in cooperation with HVS Hospitality Services. This survey includes in-depth information about the performance of hotels across various cities and positioning and provides several benchmarks for comparing hotel performance in India. We would like to thank the participating hotels for all the detailed information they have provided, therefore helping to improve the quality of this research.
The Indian Hotel Industry Survey analyses the performance of the Indian hospitality industry across parameters such as facilities, manpower, operational performance and marketing trends. The information is based on data received from FHRAI hotel members and the authenticity of this data helps us in providing a clear picture of the operating statistics of India's hospitality sector. Data collected from our member hotels, our extensive historic database and the credibility of our research have helped make this report a preferred tool for hotel professionals, consultants, investors, bankers, researchers, government officials in the tourism department, media persons and all those interested in studying the Indian hotel industry.
The current edition includes an analysis of seven major cities for which we have received detailed information and twelve other cities where information was available with us for some hotels, though not in sufficient numbers for all the star categories. We earnestly request all our members to be more forthcoming with sharing the required information as this helps us all. Therefore, while we have basic data for 1,200 members (an increase from the 1,168 responses received last year), the financial data is not available for all of them.
We encourage feedback on the presentation and content of this report to enable us to improve it each year. We ®are thankful to HVS Hospitality Services for their continued support for this project as well as ECOTEL for
having sponsored the current edition.
Ratan Marothia
President, FHRAI
Foreword
Page 1
HVS Hospitality Services is the world's leading consulting and services organization focused on the hotel, restaurant, shared ownership, gaming and leisure industries. Founded in 1980 in the United States by Stephen Rushmore, the company has 30 offices across the globe and more than 18,000 assignments to its credit. Hotel owners, operators, lenders, banks, and management companies all turn to HVS as the respected authority on hospitality.
HVS New Delhi was established in 1997 and has risen to be the only dedicated hospitality-consulting firm in this region. It currently offers its consulting and valuation services to clients with interests in the South Asian Region covering India, Sri Lanka, Bangladesh, Pakistan and Nepal. The different verticals based on the services offered by the New Delhi Office are mentioned below:
The team comprises experienced and qualified hotel professionals undertaking feasibility studies, development strategies, valuations, market area analyses, market entry strategies, investment services, and operator search & management contract negotiations. HVS's database of hotel information, combined with broad insight and extensive experience, enables us to produce well-documented studies that contain fully supported value conclusions. Each report is customized to meet client requirements based on mutually agreed upon parameters. The HVS approach on hotel and real estate appraisal is widely used by hotel management companies, financial institutions, equity investors and developers of hotels in making investment decisions in the South Asian hospitality industry.
Executive Search, another vertical to the base of services offered, entered the Indian market in 2001 and manages diverse portfolios across varied sectors. HVS Executive Search has offices in New Delhi and Mumbai and is among South Asia's first retained Executive Search practices catering to the services sector. While hospitality continues to be an important area of focus, this division has carried out senior level searches in the real estate, financial services, retail and healthcare sectors.
About HVS
Marketing Communications Services provides a specialized platform for its clients, creating executable marketing and communication road maps for improved business performance. Our services include Pre-Opening, Opening and Tactical Marketing Campaigns, Conceptualization, Strategic Advertising, Development and Implementation of Brand Architecture and Strategies, Creation and Management of CRM Strategies, F&B Marketing and Corporate Communications.
CONSULTING AND VALUATION
EXECUTIVE SEARCH
MARKETING AND COMMUNICATIONS
Page 2
HICSA 20116 - 7 APRIL 2011, MUMBAI, INDIA
www.hicsaconference.com
th
7TH HOTEL INVESTMENT CONFERENCE - SOUTH ASIA
The Hotel Operations Summit India would exclusively focus on hotel operations; HOSI aims to empower today's hospitality professional through enabling discussions on current hotel operational issues, sharing of industry best practices and providing access to international operational quality standards to its delegates. For more information please visit www.hosiconference.com or send an email to [email protected] - 16 DECEMBER 2010th
A confluence of hotel industry stakeholders, visions and ideas, industry news and networking, HICSA has successfully created an interactive platform in the South Asian region. For enquiries regarding the seventh annual investment conference – HICSA 2011, please visit www.hicsaconference.com or send an email to [email protected]
Page 3
Certification
Shamsher Singh Mann
+919910736246
Harinakkshi Nair
+919820203036
Page 4
The ECOTEL Certification, managed by HVS, is
our commitment to protect the environment.
Our endeavour is to utilize our expertise in
hospitality operations and make our partner
hotels more environment friendly.
Through the practical application of our
knowledge and experience, we aim to
enable operators in reducing their
impact on the environment while
functioning more efficiently and cost
effectively.
The ECOTEL certification is based on
five areas of environmentalism
including Energy, Solid Waste and
Water management through
Environment Commitment and
E m p l o y e e E d u c a t i o n a n d
Community Involvement. These
five areas, represented as globes,
together encompass the entire
gamut of people/staff-driven
operations and practices along with
infrastructure that will make the hotel
a sustainable operation. Our newly re-
launched website will soon feature a
reservation engine for guests to
conveniently locate and book rooms across
our hotels.
For further details and information please visit
our website at www.ecotelhotels.com or contact us
at:
Synopsis and Key Highlights
Introduction
The Indian hospitality industry has emerged as one of the key industries driving the growth of the services sector and, thereby, the Indian economy. The FHRAI Indian Hotel Survey 2010 aims to provide the most comprehensive guide to all India performance trends for this industry. Results of the Survey will empower industry stakeholders such as owners, investors, operators, business analysts and researchers with information on the operational aspects of the industry. It will help operators benchmark their performance and identify investment opportunities.
Data Collection
The data for the FHRAI Indian Hotel Survey 2010 Report has been contributed by the member hotels of FHRAI. The FHRAI sends out a questionnaire to each of its members (currently numbering 2,351 member hotels) which is then analysed and presented in this report. The data presented in the current edition is culled from 1,200 responses.
Methodology
The data received from hotels participating in the survey is sorted and filtered into a comprehensible structure. The data is then processed and analysed to extract important information pertaining to the performance of the Indian hospitality sector across crucial parameters. These parameters, such as guest segmentation, hotel finances, marketing, sources of reservations and seasonality, among others, are then presented under the following categories:
●Star: Five-Star Deluxe, Five, Four, Three, Two and One-Star hotels along with Other hotels (which are not classified under any star ratings).
●Inventory: Number of rooms in hotels are categorised as Less than 50 Rooms, 50-150 Rooms, and More Than 150 Rooms.
●Affiliation: The two types of affiliations used to categorise hotels are Affiliated to Chain and Independent.
●Primary Markets: The seven major cities described in this report are Bengaluru, Chennai, Goa, Kolkata, Mumbai, New Delhi-NCR, and Pune.
●Secondary Markets: Twelve secondary cities described in this report are Ahmedabad, Coimbatore, Hyderabad, Indore, Jaipur, Kochi, Madurai, Mysore, Shimla, Thiruvananthapuram, Udaipur and Vadodara.
Page 5
Qualifying Conditions
●
participating hotels. In order to make the study relevant, we present data for only those categories for which we have a minimum of four participating hotels.
●Hotels across different categories showing similar characteristics have been combined under the same category.
●To facilitate better evaluation of data across comparable groups, the financial statements are presented up to Net Income, before any deduction of depreciation and interest, which are hotel/owner specific.
Limiting Condition
●In some cases, there are large fluctuations in the data and this noise in the data may be attributed to the changing participation in the survey and may not be an accurate representation of market performance.
Presentation of Financial Data
●Percentage of Revenue: is an assessment of costs as a percentage of revenue. Departmental expenses are portions of individual revenue heads while Operating and Fixed Expenses are deducted from Gross Hotel Revenue following the international accounting guidelines.
●Amount per Available Room (PAR): is the financial performance of a single room and is based on the total inventory.
●Amount per Occupied Room (POR): is the performance of a single occupied room.
All amounts presented in this report have been rounded to the nearest whole number and are in Indian rupees (`) for the fiscal year 2009-10 (April-March). In the financial statements, rupee amounts are provided as amounts per available room (PAR) and per occupied room (POR) in order to eliminate differences in the size of hotels surveyed.
While it is our endeavour to represent all the cities in India, we are limited by the data received from the
Page 6
Key Trends
Country Trends
This section is divided in three parts: Country Trends, In the Focus, and City Trends. In the first subsection, we provide an overview of the broad trends which have been observed in the country in the past year. The second subsection highlights the trends related to revenue and income generation, and presents the survey findings related to Key Operating Statistics. This is followed by the City Trends, which reflect HVS' perception for each city, as well as our expectations with regard to its performance in the current year (2010-11).
● In the first half of the year 2009-10, the Indian hotel industry felt the effects of the global financial crisis, coupled with the Mumbai terror attack, which took place in the previous year. With most organisations curbing expenses related to travel and entertainment, the hotel industry suffered from a decrease in commercial travel and decline in revenues from meetings and conferences as well as corporate events and get-togethers. However, towards the end of the year, strong domestic demand, coupled with increased global confidence in the business environment in India helped in improving occupancies and average rates. Overall, the average occupancy across India declined by approximately -3%, with some cities witnessing declines of up to -15%, reflecting decreased travel by corporations, re-negotiation of corporate contracts, and decreased leisure travel. However, the average rates witnessed an increase of approximately 8%.
The increase in departmental and fixed expenses as a percentage of revenue, coupled with a decrease in top-lines lead to a decline in net income percentages of approximately 11% in 2009-10 over 2008-09. The PAR increase in property operations and maintenance costs, along with the POR increase in food and beverage expenses is responsible for the reduction in bottom lines.
●Increasing use of Technology: The hotel industry is making use of new technology in almost every function and department to increase efficiency and standardise operations. From using the hotel website as a forum for marketing and communicating with customers to designing customised revenue management solutions for hotel chains, technology is being used to provide better service and connect with the customer. Enhanced database management systems and customer relationship management systems, whether used in-house or outsourced, help to monitor guest preferences in an era when it is becoming imperative to differentiate a hotel product from the others. Customised systems and software are being designed for support departments, such as Human Resources. Hotel chains are using sophisticated software to monitor staff performance, manage turnover, and to facilitate career planning of hotel employees. Energy saving and monitoring systems are another example of introducing efficiency in operations and reducing costs with the help of technology.
●Manpower Management: The hotel industry in India is at a turning point, where it is witnessing an influx of international and domestic branded hotels, along with a renewed interest by investors. One of the biggest challenges of this service industry, where the customer pays for much more than only the tangible product offerings, is managing manpower. The challenges faced in managing the manpower include increasing payrolls and compensation, high levels of attrition with the addition of new hospitality products in the market space and attrition to other service industries such as retail and travel firms, and frequent need for employee training in order to maintain service standards. Although manpower remains an issue due to the limited number of quality hotel-education institutions in the country, the problems related to training and attrition can be addressed by designing effective career-planning programs for the employees within the property or in the same hotel chain and using programs such as cross training and mentoring, which empower the employees. Looking at non-traditional sources of hiring such as physically challenged employees, non-profit organizations, and local rural communities can also help in retention and reduction of payroll expenditure. Additionally, industry reports such as the 2010 HCE India Salary and Benefits Report, published by HVS, can be used
Overall Performance:
In the Focus
Revenues and Incomes
We have always maintained that the hospitality industry is cyclical in nature, experiencing a certain amount of lag time to respond to economic fluctuations. In the past five years, the hotel industry has witnessed numerous ups and downs. While industry performance started to improve in 2005-06 and reached its peak in 2007-08, the years 2008-09 and 2009-10 witnessed turbulent times, given the international economic conditions and local disturbances. The occupancies continued to decline in the year 2009-10 over 2008-09; however, the average rates saw a marginal increase. The overall revenues and Net Incomes decreased over the
to benchmark compensation of employees at different hierarchical levels.
● In the previous year's report, we had highlighted the growing importance of the domestic traveller, who with increased spending propensity continues to support the hotel industry in India. The increase in both commercial and leisure travel by the domestic traveller enabled growth in some cities despite the effects of the global economic downturn. In 2009, the country witnessed an inflow of approximately 650 million domestic tourist arrivals, compared to only about 5 million foreign tourist arrivals. Hotels across the country are noticing the rise of the educated and ever-expanding Indian middle class; although this segment is price sensitive and demands value for money, they are expecting better service standards and quality as they continue to travel to foreign destinations and compare the domestic products to the international ones. The domestic traveller cannot be ignored today by any domestic or international hotel and hotel chain, and we expect them to drive demand for hotels in the near future.
●Outsourcing: With the rising operating and manpower costs in hotels, several hotel managers and operators have opted for outsourcing services such as laundry, housekeeping, and food and beverage outlets. The reasons for choosing outsourcing range from saving costs (especially for small properties where the inventory does not permit efficiencies of scale) to decreased financial risk when the services are operated on a profit-sharing basis. Sometimes, bringing in a specialist on the property such as a known food and beverage outlet brand can also become the unique selling point of the hotel and help in marketing the property. The most commonly outsourced services include laundry services and food and beverage outlets; however, with the entrance of facilities management companies such as Aramark in the hotel industry, even housekeeping services are being outsourced. Although outsourcing can be a convenient option to decrease costs and increase efficiencies in operation, it is necessary to gauge the risk of minimised control over operations, which might affect customer satisfaction.
●Hotel Rooms: As the industry matures and witnesses increased competition from international hotel brands, the hotel room has evolved from being only a place to sleep to trying to offer a space that the guest can make their own and remember for future stays. Some trends that we have noticed in the evolution of hotel rooms are highlighted below:
o Use of simplified, modular design for rooms and spaces with a focus on straight lines, pastel colours, and personalised, homely spaces.
o Introduction of women-only floors and increased security measures for women travellers such as video-phones.
o Increased focus on in-room technology which includes having more plug-points around the bed and the work/study area, availability of international adapters and different plug-points, and including in-room amenities such as i-pod docking stations, light controls near the bed, and individual temperature controls in rooms and bathrooms.
Domestic Traveller:
Exhibit 1 above illustrates the trends in revenue and net income over the past five years. In 2009-10, while the revenues declined by 5% over the past year, the net income for hotels declined by -15%. This may be attributed to the high fixed costs incurred by hotels and also an increase in other costs such as Energy and Property Operations and Maintenance.
Exhibit 2 confirms the earlier-mentioned observation of a decline in hotel occupancies and an increase in average rates, signalling the beginning of the recovery phase, which is expected to continue in the coming one to two years.
last year across all hotel classifications. We believe that the last quarter of 2009-10 already started showing signs of recovery, with improving occupancies and average rates; we expect the industry to witness recovery in the coming two years, with continued improvement in hotel industry performance across the country.
Page 9
Exhibit 1: Revenue and Net Income
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2005-06 2006-07 2007- 08 2008-09 2009-10
Net I
ncom
e (%
)
Revenue Net Income Net Income %
56.0%
58.0%
60.0%
62.0%
64.0%
66.0%
68.0%
70.0%
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
5,500
2005-06 2006-07 2007- 08 2008-09 2009-10
Occ
upancy
( %
)
Ave
rage
Ra
te (
`'0
00
s)
Average Rate Occupancy
Exhibit 2: Hotel Occupancy and Average Rate
Revenu a
nd N
et
Incom
e (
`,
000’s
)
Exhibit 3: Distribution of Revenue (2005-06 to 2009-10)
Distribution of Revenues
57% 60% 61% 60% 57%
35% 34% 33% 34% 38%
8% 6% 5% 5% 6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2005 - 06 2006 - 07 2007 - 08 2008 - 09 2009 - 10
Rooms F&B and Banquets Other
Exhibit 3 illustrates that in 2009-10, the percentage of revenue from Food & Beverage and Banquets increased significantly as a percentage of revenue. This could be attributed to the overall decline in room revenues in 2009-10, and also to the increase in meetings and social events being held in hotels, due to increased consumer spending by domestic customers. In our previous reports, we have highlighted the opportunities for F&B and Banquets in India, and these revenues continue to support top lines since they are not largely dependent on international conditions. We also note an increase across all departmental expenses, when calculated as a percentage of the respective departmental revenues in 2009-10. This could be attributed to rising inflationary pressures on the cost of food products, other consumables, and even other items required for hotel operations.
Page 10
TA
BL
E 1
: Tr
end
s in
Key
Op
erat
ing
Sta
tist
ics
COM
POSI
TION
2005
-06
All I
ndia
Aver
age
2006
-07
All I
ndia
Aver
age
2007
-08
All I
ndia
Aver
age
2008
-09
All I
ndia
Aver
age
2009
-10
All I
ndia
Aver
age
2005
-06
All I
ndia
Aver
age
2006
-07
All I
ndia
Aver
age
2007
-08
All I
ndia
Aver
age
2008
-09
All I
ndia
Aver
age
2009
-10
All I
ndia
Aver
age
2005
-06
All I
ndia
Aver
age
2006
-07
All I
ndia
Aver
age
2007
-08
All I
ndia
Aver
age
2008
-09
All I
ndia
Aver
age
2009
-10
All I
ndia
Aver
age
Num
ber o
f res
pons
es:
484
488
453
474
526
484
488
453
474
526
484
488
453
474
526
Aver
age
Tota
l Roo
ms
Per H
otel
:66
6468
6972
6664
6869
7266
6468
6972
Aver
age
Occu
pied
Roo
ms
Per H
otel
:15
,549
15,4
5916
,732
15,1
4315
,174
15,5
4915
,459
16,7
3215
,143
15,1
7415
,549
15,4
5916
,732
15,1
4315
,174
Aver
age
Occu
panc
y Pe
r Hot
el:
64.1
%66
.9%
69.4
%63
.1%
59.9
%64
.1%
66.9
%69
.4%
63.1
%59
.9%
64.1
%66
.9%
69.4
%63
.1%
59.9
%
Aver
age
Rate
Per
Hot
el (
):3,
227
3,
742
4,
605
4,
487
4,
149
3,
227
3,
742
4,
605
4,
487
4,
149
3,
227
3,
742
4,
605
4,
487
4,
149
REVE
NUE
Room
s57
.3%
59.7
%61
.2%
60.5
%56
.7%
764,
321
903,
228
1,14
0,13
0
985,
310
876,
919
3,22
7
3,74
2
4,60
5
4,48
7
4,14
9
Food
& B
ever
age
25.7
25.6
25.4
25.9
28.7
343,
191
387,
728
472,
834
417,
248
443,
367
1,44
9
1,60
6
1,91
0
1,90
0
2,09
8
Banq
uets
& C
onfe
renc
es9.
48.
58.
18.
68.
912
5,30
9
128,
696
150,
827
144,
054
137,
353
529
533
609
656
650
Tele
phon
e &
Othe
r2.
10.
80.
60.
60.
627
,652
12,1
92
10,9
19
9,15
4
8,61
8
117
51
44
42
41
Min
or O
pera
ted*
3.0
2.9
2.6
2.2
2.8
40,5
32
43,0
77
48,3
25
36,3
60
43,5
94
171
178
195
166
206
Rent
al &
Oth
er In
com
e2.
42.
62.
12.
32.
532
,557
39,0
92
39,9
21
36,7
43
37,8
85
137
162
161
167
179
T
otal
100.
010
0.0
100.
010
0.0
100.
01,
333,
560
1,51
4,01
0
1,86
2,95
0
1,62
8,87
0
1,54
7,73
7
5,63
0
6,27
2
7,52
5
7,41
8
7,32
2
DEPA
RTM
ENTA
L EX
PENS
ES
Room
s15
.714
.716
.114
.817
.111
9,95
9
132,
661
183,
116
146,
192
149,
683
506
550
740
666
708
Food
& B
ever
age
56.7
57.7
51.7
55.3
56.1
265,
815
297,
860
322,
623
310,
165
325,
793
1,12
2
1,23
4
1,30
3
1,41
2
1,54
1
Tele
phon
e &
Othe
r34
.390
.710
9.1
79.7
90.2
9,49
7
11,0
58
11,9
07
7,29
1
7,77
6
40
46
48
33
37
Min
or O
pera
ted*
57.0
56.6
60.5
70.3
65.5
23,0
85
24,3
90
29,2
33
25,5
54
28,5
55
97
101
118
116
135
Rent
al &
Oth
er In
com
e8.
115
.615
.09.
78.
72,
627
6,11
3
6,00
2
3,55
3
3,28
5
11
25
24
16
16
To
tal
31.6
31.2
29.7
30.3
33.3
420,
984
472,
082
552,
881
492,
755
515,
092
1,77
7
1,95
6
2,23
3
2,24
4
2,43
7
DEPA
RTM
ENTA
L IN
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E68
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.870
.369
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2,58
0
1,04
1,93
0
1,31
0,07
0
1,13
6,11
0
1,03
2,64
5
3,85
3
4,31
6
5,29
2
5,17
4
4,88
5
OPER
ATIN
G EX
PENS
ES
Adm
inis
trativ
e &
Gene
ral
7.3
7.0
7.4
8.7
9.1
97,7
29
105,
894
138,
316
141,
121
140,
057
413
439
559
643
663
Man
agem
ent F
ee2.
62.
12.
52.
72.
633
,980
31,2
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130
184
201
190
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ketin
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93.
02.
92.
72.
639
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45,6
20
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39,9
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165
189
221
202
189
Fran
chis
e Fe
es0.
50.
40.
40.
50.
57,
218
6,58
8
8,07
4
8,49
6
7,79
5
30
27
33
39
37
Prop
erty
Ope
ratio
ns &
Mai
nten
ance
5.1
5.4
4.9
5.4
5.7
68,5
11
81,7
78
90,6
65
87,7
80
88,5
50
289
339
366
400
419
Ener
gy8.
77.
87.
38.
58.
911
6,57
7
118,
763
135,
077
138,
749
138,
097
492
492
546
632
653
To
tal
27.2
25.8
25.4
28.5
29.4
363,
065
389,
932
472,
431
464,
717
454,
661
1,53
3
1,61
5
1,90
8
2,11
6
2,15
1
HOUS
E PR
OFIT
41.2
43.1
45.0
41.2
37.4
549,
514
651,
998
837,
642
671,
396
577,
985
2,32
0
2,70
1
3,38
4
3,05
8
2,73
4
FIXE
D EX
PENS
ES
Prop
erty
Tax
es1.
20.
70.
60.
60.
815
,711
10,5
20
11,2
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31
11,8
19
66
44
45
46
56
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ranc
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50.
60.
30.
30.
46,
371
8,25
6
5,93
3
4,52
2
5,35
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Page 11
City Trends
The hotel industry suffered in 2008-09 and 2009-10, with erosion of occupancy and rates in most major markets, as a result of decreased travel by corporations, slowdown in the global economic growth, and the terror attack in Mumbai. However, the last quarter of 2009-10 begun to show signs of recovery, with positive business sentiment and increased investor confidence in the country. With renewed interest in India as an emerging market, we expect to see launch of new projects, expansion of existing business units, and a revival in commercial travel in the next two years. The government's focus on infrastructure development, coupled with the above trends, will help in reviving the hotel industry in the coming years.
It should be noted that the country average is not representative of the trends seen in certain key hotel markets in India as it includes the results of lower star category hotels across several cities which, comparatively, have a more restrained operating environment. Table 2 illustrates average occupancy and rate for 32 cities/regions across the country over the last five years, which is followed by HVS' viewpoint on the demand-supply scenario and performance of the 19 identified hotel markets based on in-house research.
TABLE 2: Average Occupancy and Average Room Rate: 32 Cities/Regions in India
City 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010
All India 64.1% 66.8% 69.3% 63.1% 61.3% 3,227
3,741
4,556
4,487
4,842
Agra 60.7% 58.9% 62.8% 54.8% 57.0% 2,389
2,361
3,307
4,211
2,482
Ahmedabad 68.9% 69.6% 74.9% 63.7% 65.7% 2,572
2,108
4,138
4,039
3,367
Aurangabad 43.2% 52.9% ID 56.5% 57.9% 1,837
2,160
ID 2,289
2,850
Bengaluru 71.7% 67.9% 73.1% 56.5% 52.6% 6,534 8,519 9,679 9,757 6,766
Bhopal 65.8% 74.7% 70.3% 72.2% 66.1% 1,604 2,028 2,647 2,639 3,110
Chandigarh 88.7% 88.7% 79.6% 79.6% 69.1% 1,103 1,103 4,057 3,716 4,780
Chennai 78.0% 78.7% 77.4% 64.6% 65.6% 3,080 3,340 3,076 4,678 4,083
Coimbatore 79.7% 72.9% 77.8% 72.1% 75.5% 2,311 2,322 2,634 3,255 3,236
Darjeeling 50.1% 56.3% 57.8% ID 47.2% 1,912 2,090 1,719 ID 3,193
Goa 66.7% 71.3% 70.1% 61.7% 63.1% 3,994 4,515 4,368 5,378 4,757
Hyderabad 80.2% 71.6% 63.7% 56.3% 58.8% 4,305 4,660 5,643 4,730 5,137
Indore 64.9% 69.8% 72.9% 68.7% 65.2% 773 992 1,486 1,933 1,814
Jaipur 60.2% 69.2% 63.0% 61.4% 57.7% 2,220 2,743 5,460 4,472 4,059
Jodhpur 45.1% 50.7% 53.6% 51.0% 43.2% 1,679 4,066 5,468 3,964 4,552
Kochi 65.9% 75.4% 75.2% 67.4% 64.4% 1,247 1,237 1,486 2,062 2,806
Kolkata 65.0% 75.6% 72.5% 69.6% 64.5% 2,668 3,567 5,138 5,342 4,880
Kullu-Manali 48.0% 46.9% 48.1% 50.9% ID 1,585 2,334 1,688 3,716 ID
Lucknow 75.0% 70.8% 71.6% 63.0% 58.7% 2,060 1,988 2,208 2,491 5,109
Mount Abu 52.7% 56.6% 57.0% 69.4% 67.5% 1,338 1,558 1,825 1,823 2,159
Mumbai 75.8% 79.2% 80.1% 71.2% 67.2% 4,615 4,996 6,665 6,822 5,833
Mussoorie 55.0% 50.9% ID 48.0% 45.9% 656 1,454 ID 4,099 6,078
Mysore 60.9% 46.4% 66.3% 67.7% 67.7% 1,249 3,300 1,254 2,340 2,637
Nagpur 71.0% 69.4% ID ID 61.5% 1,307 1,144 ID ID 3,132
New Delhi - NCR 74.8% 82.2% 78.0% 64.8% 64.6% 6,699 7,459 9,728 6,087 6,985
Pune 77.3% 80.7% 76.5% 65.5% 53.2% 2,621 3,232 4,927 4,951 3,921
Raipur 74.1% 74.1% 52.7% 64.3% 39.0% 2,550 2,550 1,055 1,087 1,521
Shimla 45.2% 52.2% 64.6% 52.7% 48.0% 813 1,554 1,033 1,766 1,790 Thiruvananthapuram 57.6% 62.4% 65.1% 57.9% 55.3% 1,665 3,959 2,221 1,570 1,422 Ootacamund 50.3% 48.5% 58.3% 58.1% ID 1,690 1,527 1,258 1,956 ID
Udaipur 55.3% 57.8% 58.2% 51.6% 47.0% 3,580 3,700 6,320 7,319 3,543 Vadodara 70.0% 71.9% ID 77.9% 65.6% 2,085 1,730 ID 2,779 4,360 Visakhapatnam 77.2% 71.4% 75.9% 69.0% 62.1% 1,686 2,495 3,169 3,687 2,809
Occupancy Average Room Rate( )`
Page 12
Seven Major Cities
Bengaluru
Bengaluru witnessed a sharp correction in average rates of approximately -31% in 2009-10 over the previous year, following the drop in occupancies in 2008-09 and 2009-10. The major portion of demand for Bengaluru is comprised of the commercial segment; therefore, it suffered both from the decrease in travel expenses by corporations and building of guest-houses by large companies to house their employees for an extended period of time.
Bengaluru is currently divided into three micro-markets: the Central Business District (CBD), the Whitefield area and the Electronic City area. While the CBD comprises mostly first class/luxury hotels that cater to mid-management or higher corporate clients, Electronic City and Whitefield largely consists of mid-market to budget hotels with the exception of a few first class hotels. The city is expected to further segregate into two more micro-markets: the Northern (Devanhalli) and Western (Yashwantpur) markets. Going forward, we anticipate a strong pickup in demand due to existing companies becoming more active and due to a number of companies moving into Bengaluru. However, there is an ample amount of new supply entering the market in the next three to four years and this is bound to put downward pressure on most hotels' performances. The new convention centre being developed near the international airport has recently run into some trouble and therefore will be delayed, leading to a decline in the anticipated MICE demand.
Chennai
Similar to most major cities, Chennai also witnessed significant rate corrections (-12.7%) in 2009-10, following the declining occupancies in 2008-09. However, the city-wide occupancy increased by approximately 2% over the last year, owing to improved performance in the last quarter of 2009-10. Although the hotels witnessed a decline in demand from the IT/ITeS industry concentrated on the OMR, the fast-developing industrial regions of Sriperumbudur, Ambattur, and Egmore helped in sustaining occupancies. The delay in hotel openings of large hotel projects also helped in maintaining stable occupancy levels.
The diverse nature of demand in Chennai, comprising of IT/ITeS, automotive industry, as well as other manufacturing industries located in Sriperumbudur will sustain the growth in demand going forward. The expansion of existing manufacturing facilities and setting up of new plants is responsible for attracting extended-stay demand to the city, and is also responsible for travel by foreign corporate guests with high paying propensity. However, a significant increase in supply of branded hotels with sizeable inventories, especially in the upscale and luxury segments, will put downward pressure on occupancies and rates.
Goa
The growing attractiveness of Goa as a leisure destination helped the region in achieving a growth in occupancies of approximately 3% in 2009-10 over 2008-09. The Five-Star Deluxe and Five-Star categories of hotels witnessed occupancies over 70%. The increased interest in the destination by the domestic travellers helped sustain demand for the area; however, given the shift in demand from foreign to domestic tourists, and the effects of the economic slowdown on foreign feeder markets, the average rates declined by approximately -12%. Improved air connectivity with other Indian cities has further helped increase the traffic of tourists into the area.
Given the difficulty in obtaining approvals and licenses, the state continues to have high barriers to entry for new hotel projects. This has prevented an influx of new hotel supply witnessed in several cities across the country. In the future, we expect the state to become an all-year-round destination from a seasonal
Page 13
destination, given the increase in domestic tourists. Also, a significant increase in MICE travel is expected with the opening of the Grand Hyatt hotel and convention center.
Kolkata
Following last year's downward trend in occupancies and average rates, Kolkata witnessed a decline in occupancy and average rates of -7.4% and -8.7% respectively. However, the city saw the lowest decline in average rates across the seven major cities. This may be attributed to that fact that Kolkata is a relatively stable market with a small base of existing hotel rooms that has not witnessed significant fluctuations in hotel room rates in the past few years.
Kolkata is expected to see significant commercial and subsequently economic development in the near future. Peripheral areas of the city such as Salt Lake, EM Bypass and Rajarhat are anticipated to be the key growth areas going forward. However, poor civic infrastructure, and a state administration that is generally viewed as lethargic, has limited the pace of development and growth in the city.
Nevertheless, despite the slow pace of growth, the overall outlook for Kolkata remains positive owing to an increase in commercial activity in the city and new developing micro-markets such as Rajarhat and EM Bypass. Overall, Kolkata is a relatively stable market and is not expected to see significant growth in average rates or occupancies in the short to medium term.
Mumbai
While the terrorist attacks in Mumbai had only a short-term impact on the performance of the local hotel market, the impact of the economic downturn was more pronounced. Average rates, which had exhibited strong increases in recent years during periods of strong economic growth, saw significant declines as companies sharply cut back on business travel. Additional increases in supply and subsequent declines in marketwide occupancy levels further led to average rate declines as hotels sacrificed rates to attract rate-sensitive demand and maximize occupancy levels. The city witnessed an occupancy decline of –5.7% coupled with a drop in average rate of –14.5% in 2009-10.
The future outlook for Mumbai remains positive; being the financial hub of the country, it will continue to attract commercial demand from the services sector, comprising financial services, consulting, insurance, and banking companies. Companies in the city are increasingly looking towards North Mumbai to set up operations or expand their presence in the city due to its central location, proximity to the airport, improving infrastructure, proximity to the main residential areas of the city, and most importantly, more affordable commercial rents as compared to South Mumbai. The stress on improving infrastructure in the city, with the projects such as the Metro Rail Project and Mumbai's International Airport, will help make Mumbai a more attractive destination.
New Delhi-National Capital Region (NCR)
The NCR is the only major city to have experienced a growth in average rates. According to the survey, the city recorded a 14% growth in average rates. However, this is contrary to HVS findings of occupancy and average rate erosion in the year 2009-10. The difference in the survey findings can be attributed to the large amount of responses received from Noida and Gurgaon, which are areas that continued to grow and recovered faster than the main Delhi hotels. Over the years, Gurgaon and Noida within NCR have emerged as independent micro-markets. Gurgaon has historically witnessed high commercial demand, and we expect the trend to continue given the opening of several company branch offices in Gurgaon, and even movement of companies from Delhi due to availability of larger spaces at comparatively lower rents. Going forward, it is expected to witness growth in demand from the MICE segment.
Page 14
In the current year (2010-11), the NCR is witnessing a strong recovery, with growth in demand coupled with improved infrastructure. The focus on infrastructure development, with the expansion of the Delhi Metro, construction of intra-city roads, as well as the development of the new International Terminal (T3) , for the Common Wealth Games (CWG), have helped in making the city more attractive for both investors and travellers. However, the delay in several hotel projects which were to be launched for the CWG are expected to enter the market in the near future, therefore putting downward pressure on average rates.
Pune
As per our indications in the previous report, Pune suffered significant declines in occupancies and average rates, with occupancies declining by -18.8% and average rates falling by -20.8%. New supply which came in 2008-09 and 2009-10, coupled with sluggish increase in demand is responsible for the poor performance of the city. Pune has witnessed the development of micro-markets such as Hinjewadi, Chakan, Ranjangaon, and Talegaon. In the next two to three years we expect demand from the micro-markets in peripheral locations to outpace the estimated growth in the central business districts. Going forward, the city is still expected to see a large influx of supply in each micro-market, and we expect different growth rates for each micro-market. Overall, Pune is expected to recover to stable performance levels in the next three to four years.
Ahmedabad
Ahmedabad, the largest city in Gujarat, is divided by Sabarmati River into two physically distinct eastern and western regions. The eastern bank of the river houses the old city, characterized by packed bazaars, clustered shanty buildings and numerous places of worship. The western bank of the river has developed into the new Ahmedabad. Educational institutions, planned residential areas, shopping malls, multiplexes, as well as the business districts of Ashram Road, CG Road and the newly developing S G Highway represent modern-day Ahmedabad. Although Ahmedabad is considered a business friendly destination with transparent government policies, some projects such as the Gujarat International Financial Tec-City (GIFT) and the Sabarmati Riverfront Development Project have encountered delays owing to the economic slowdown.
The Ahmedabad hotel market witnessed a significant growth in new supply in 2009-10. Despite the tremendous growth in supply, HVS research reveals that the city witnessed only a -7% decline in overall occupancies. (The Indian Hotel Survey results show an increase of 3% in citywide occupancies; the large number of responses from unbranded hotels might be responsible for the difference in results). The strong demand growth in the market was able to support the new supply entering the market, and we expect this trend to continue in the near future. However, the new entrants in the market have undertaken aggressive pricing strategies, which lead to a decline in average rates of -16.6%. The city is expected to witness a sizeable amount of new supply in the near future; therefore, we expect the rates to be depressed in the short term.
Coimbatore Coimbatore is known for its textile factories, engineering firms, specialized health care facilities, and educational institutions. Coimbatore and the neighbouring town of Tirupur are known globally as a centre for high-quality textile manufacturing units. Coimbatore is also a well-established centre for manufacture of auto components, wet grinders and electric pumps. In recent years, the government has been promoting the city as a hub for software development by encouraging the development of IT parks in and around the city.
Coimbatore has a small base of hotel rooms, positioned mostly in the mid market and budget segments. A significant amount of new supply is proposed to enter the market in the next few years; this supply consists of two branded upscale and three mid market hotels of sizeable inventories. Although historically Coimbatore has been a stable market, the market dynamics is expected to change with the addition of branded supply. The
Twelve Other Cities
Page 15
market occupancies and average rates are expected to see a marginal correction in the next two to three years but overall we anticipate steady growth for the city.
Hyderabad
Hyderabad has traditionally been a major centre for the IT and ITeS sectors. However, with the recent economic downturn, these sectors saw declines while new sectors such as finance and biotechnology have become more active in Hyderabad. Until the downturn, Hyderabad saw significant levels of economic development in the form of a new international airport, extensive improvements in road infrastructure, and announcements of new industrial parks and SEZs proposed for development across the city, especially in Gachibowli, HITEC City, and Shamshabad. Many of the proposed developments were put on hold due to the economic downturn, which impacted the hotel market in Hyderabad. The political standoff over the Telangana issue also had a negative impact on hotel demand in the city.
While demand started recovering in Hyderabad since late 2009, the hotel market has also seen significant increases in supply, which has had a negative impact on marketwide occupancy and average rates. However, with a continued focus on economic development by planning authorities, the high level of optimism among companies based in the city, and assuming there is a timely resolution to the Telangana issue, Hyderabad's lodging market is expected to see improvements in the future.
Indore
Indore, the capital of Madhya Pradesh, has historically been known for textile production and domestic trade. The city is now becoming a key manufacturing centre for automobile units like Force Motors, Bajaj Tempo and Eicher Motors. Other demand generators in the city include Pharmaceutical and IT and ITeS units. The major industrial developments are concentrated in Pithampura and Dewas, located on the outskirts of the city.
The hotel market consists of budget and mid market hotels, and has shown stable performance in the past five years. Going forward, we expect the addition of medium sized budget and mid market branded hotels. With the expansion and development of automobile units and the development of multi-use SEZs in the city, we expect stable performance in the next few years.
Jaipur
Jaipur, situated en-route the Golden triangle of Delhi, Agra, and Jaipur, has established itself as a leisure destination. The city has benefited from its location on the National Highway-8 which, apart from linking it to the abovementioned cities, also links to other regions of importance such as Udaipur, Surat and Vadodara. All these regions provide the city with significant room night demand that is consistent all throughout the year. Additionally, the city's close proximity to Delhi provides for weekend demand in the form of day use leisure travel apart from being host to several large and small conferences.
Jaipur witnessed a decline in foreign tourists in 2009-10, given the effects of the economic slowdown. According to the survey, the city witnessed a decline in occupancy and average rates of -6.1% and -9.2% respectively. The shift in demand from foreign to domestic leisure travel was partly responsible for the decline in average rates. The city has witnessed a significant growth in supply in the upscale segment; and still has a pipeline of supply in the same category for the next few years. We expect the entrance of new hotel supply to exert downward pressure on occupancy and rates in the near future.
Kochi
Kochi is the commercial and financial center of Kerala and is an important center for spice trade. The state
Page 16
government has recently developed a new International Container Transshipment facility and this is expected to see the city grow into an international sea port. Although the major portion of demand for hotel accommodation is comprised of the commercial segment, Kochi caters to large MICE and Individual Leisure demand. The Kochi International airport is also a gateway to other leisure destinations in Kerala, such as Munnar and Thekkady.
The Kochi hotel market has witnessed a trend of declining occupancies in the past two years, even though the average rates have seen a marginal increase. The new supply entering the market coupled with the demand-supply imbalance is responsible for this trend. In the future, apart from leisure demand, we expect the meeting and conferences to contribute a significant share of demand for the market. However, the high cost of air transportation may provide competition from other cities which are better connected to important source markets for MICE demand. With the recent announcement of a Kochi Franchise in the cricket tournament, the Indian Premier League (IPL), the city can expect some additional room night demand.
Madurai
Madurai, the second-largest city in Tamil Nadu, is built around the historic Meenakshi Temple. The city attracts a significant amount of tourists who visit for religious reasons. It also serves as a gateway destination for travel to coastal cities of Rameshwaram and Kanyakumari. The central business district (CBD), located on the south banks of the Vaigai River, houses corporate offices of some textile manufacturing companies, automotive manufacturers and trading firms, which are located mostly in the Tallakulam and Pazahanganatham areas of the city. Several banks and government offices located near the Meenakshi Temple generate commercial demand for hotels in the city. The city continues to offer opportunities for new industrial development north of Vaigai River.
Madurai has been a stable market with a small inventory of mid market and budget segments. With its consistent mix of Commercial and Leisure demand, we expect the Madurai hotel market to perform steadily in the long term, with proposed hotel supply putting no pressure on occupancy and rates in the short term.
Mysore
Mysore is a popular tourist destination, receiving over two million visitors annually. The Karnataka government is taking initiatives to promote heritage tourism in Mysore and the city aims to target five million visitors annually by 2020. Other factors that make Mysore a key tourist destination are a good geographical location in close proximity to Bangalore, and excellent climatic conditions. Well-planned investments in the city's infrastructure (such as roads and the airport) and industries (establishment of a number of corporations, SEZ activity), are expected to further catalyse Mysore's position from a purely tourism driven city to a commercial one.
Currently, the hotel market consists largely of small, unbranded hotels in the budget and mid market segments. Going forward, we expect the addition of branded, medium sized mid market hotels. Though the Mysore market is weak at present, it is expected to grow in the near future. Several factors will help facilitate the growth in the market such as the Bangalore-Mysore Infrastructure Corridor, planned commercial developments, growth in tourism and improved operations of the airport. The commencement of the airport at Mandakalli is expected to stimulate the development of a peripheral area and we expect it to emerge as a major demand generator in the long run.
Shimla
Shimla is a popular destination for domestic leisure travel, and has historically witnessed strong demand from NCR, Punjab, Uttar Pradesh and Haryana. However, the increased spending propensity of travellers and the development of several competing leisure destinations have affected the prominence of Shimla as a domestic
Page 17
leisure destination.
The rates in the city remained relatively stable since it is sustained by domestic demand; however, the occupancies fell by -8.8% over the previous year. The neglect by the administration in preserving the flora and fauna in the area as well as over-development in the area is hampering the overall growth and sustainability of the destination.
Thiruvananthapuram
Unlike other cities in Kerala, leisure travel to Thiruvananthapuram city is limited and the demand for hotel accommodation is mostly from the commercial and government segment. Kovalam, located only 16 kilometers south of Thiruvananthapuram, has several quality hotels and resorts with private beach access and predominantly caters to leisure demand in the region.
Thiruvananthapuram has witnessed a decline in occupancy and rates in the past two years, primarily due to the absence of new commercial developments. Lack of new demand generators or expansion of existing commercial facilities has led to minimal change in overall demand for the city hotels. Although the government is trying to encourage growth of the IT and ITeS sector with expansion of the Technopark campus, these developments have been slow in taking shape and are not helping in generating new demand for the city hotels. With no significant increase in demand and supply, the hotel market is the city expected to be stagnant over the next few years.
Udaipur
Udaipur is a well-known tourism destination, and receives a significant number of domestic and international tourists. It has historically been one of the best performing leisure destinations in the country with hotels attracting high average rates. Along with its surrounding areas, the city features many attractions namely its forts, palaces, architecture, heritage, and culture. The city's location on the NH-8, which connects the city to Delhi via Jaipur in the north of India and Mumbai via Ahmedabad in the west, acts as an advantage.Udaipur is a seasonal tourism destination, witnessing a peak season from September to March. The city, comprising primarily of heritage properties, has seen stable performance in the past five years, with steady increases in average rates. However, in 2009-10, owing to the decline in foreign tourists, the city witnessed a decline in both occupancies and average rates. The hotel market looks stable in the medium to long term.
Vadodara
Vadodara (formerly Baroda) is situated between Surat and Ahmedabad and is considered to be the gateway to the 'Golden Corridor' – a chemical industrial zone that runs from Mehsana to Vapi. Vadodara has also benefitted from the development of the neighbouring district, Baruch, especially with Dahej (a port town in Baruch) being identified as the Petroleum, Chemical and Petrochemicals Investment Region.
Historically, hotels in Vadodara depended on demand from public sector companies to a great extent, comprising middle or junior management level employees. More recently, the rising economic activity has led to more white-collared visitors to the city. Demand for hotel accommodation has seen a steady increase with the exception of 2008-09, where it dipped marginally due to the global economic slowdown. The average rates have also witnessed a steady increase over the recent years; this trend is expected to continue, provided the proposed supply enters the market in a phased manner with optimum inventory. Lack of quality hotel accommodation at convenient locations has discouraged senior employees from staying in the city for a longer duration. This phenomenon has also led to the development of corporate guesthouses and rented apartments. We expect the demand for hotel accommodation to further pick up in the future, especially in the commercial and extended stay segment, as the city continues to experience growth with several SEZs being sanctioned in the region.
Page 18
INDIAN HOSPITALITY — IN SYNC WITH NATURE
Few subjects have been able to draw the type of focused attention in recent years that the subject of sustainable development has. Now, more than perhaps ever before, there appears to be a clear consensus among the various stakeholders in our global society – be they our governments, civic administrations, international banks and partnerships, or industry at large – that yes, our way of life is putting an increasing burden on the planet, and that this concern is too important to not be adequately addressed. Dialogue, discussion and policy framework have been accompanied by important on-the-ground achievements: global investment in renewable energy is growing rapidly and, in 2007, was close to $150 billion, 60% higher than the new investment made in 2006. The adoption of better water management techniques in parts of the world are generating huge water savings in addition to vastly improved crop yields; while public-private partnerships enabling state-of-the-art treatment plants and other technologies are bringing about drastic reductions in the freshwater consumed for sludge created by industrial uses. Like several others, the hotel industry is also taking steady steps forward on the path of sustainable design, production and consumption. This article touches upon some best practices within the hotel industry in India, in three key areas: energy, waste and water management. These efforts are not isolated initiatives, but instead part and parcel of their respective hotels' commitment to a cleaner, greener and more sustainable way of living.
Energy Efficiency
A hotel that beautifully exemplifies environmentally responsible hotel practices is the Fateh Garh in Udaipur, Rajasthan. Perched atop a hill in the Aravalli range at a distance of 10 km from Udaipur's city centre, this luxury boutique hotel has incorporated ample open space and large terraces into its building design, thus eliminating the need for daytime lighting in the lobby and in several of the hotel's public areas. Back-of-the-house areas such as the kitchens have been placed in the south-west portion which receives most of the strong daytime sun; the guest rooms, on the other hand, are located in the cooler north-east portion of the building, allowing guests to enjoy an ambient in-room temperature without a great load on the hotel's air conditioning system. Moreover, an on-site wind turbine makes use of the hotel's location on high ground to generate approximately 15% of the hotel's total energy requirement. Fateh Garh's entire requirement of hot water is met through photovoltaic panels, and this accounts for 35% of this hotel's energy consumption.
Energy as a Percentage of Total Costs; 2005-06 to 2009-10
Page 19
7%
9%
11%
13%
15%
17%
19%
Five Star Deluxe
Five Star Deluxe
Four Star Three Star Two Star One Star
2009 - 10 2008 - 09 2007 - 08 2006 - 07 2005 - 06Source: FHRAI
The need to meet guest expectations on all fronts together with the pressure of rising energy costs has led hotels to adopt a more holistic approach to energy management. Hotels across the world, especially in the past five to eight years, have incorporated energy-efficient systems and equipment into the initial stages of design and construction. At the Oberoi Udaivilas in Udaipur, rooftop solar panels are used to heat the hotel's nine swimming pools. Energy-efficient screw chillers instead of the traditional reciprocating chillers and the use of waste heat captured from the chillers to meet the hotel's requirement of domestic hot water, are built-in interventions present at both the Udaivilas and the ECOTEL-certified upscale hotel Rodas in Powai, Mumbai. The ITC Royal Gardenia, Bengaluru is the world's largest LEED Platinum building and more than 30% of the energy consumed at ITC is from renewable sources.
Water Conservation
Popular conservation techniques in India and worldwide include low-flow plumbing, rainwater harvesting with the collected rainwater passed though filtration beds and emptied out for ground recharge, xeriscape landscaping, drip irrigation, and the reverse osmosis/UV filtration of grey water and its subsequent reuse in gardening and as flush water in toilets. The entire wastewater of the Rodas in Mumbai is passed into a sewage treatment plant (STP) located within the hotel's larger complex - the Hiranandani Gardens mixed-use development. This STP, which receives the entire grey water generated within the mixed-use development, filters approximately 2,000 kilolitres of water each day. The treated water is currently being reused within the complex – for all landscape irrigation, in Rodas's flush tanks, and for the ongoing construction of a new ECOTEL in the complex. For the new hotel, an intervention is being built for rooftop water – which is in abundant supply in Mumbai's monsoon season – to be collected and diverted to the flush tanks.
The Park, Hyderabad, a LEED Gold certified hotel that opened in April 2010, has an effluent treatment plant with a
––
Solid Waste Management
The waste generated by hotels is an area that offers vast potential for better management. Several ECOTEL-certified hotels in India have already taken a lead in this area, through the meticulous segregation of waste into four categories: wet garbage (food waste), dry garbage (most types of paper), dry garbage (other recyclables) and non-recyclables. Food waste is composted on-site, while waste kitchen oil is given to outside agencies to be used in manufacturing soap and detergents. In cities where municipal recycling centres exist, ECOTELs sell items such as paper, aluminium and glass to the appropriate vendors to be sent forward to such centres. These practices have brought about a drastic reduction in the volume of actual waste. In the case of The Orchid, an ECOTEL hotel in Mumbai, waste sent to landfill is as little as 0.5% of the entire waste generated as a result of day-to-day operations.
per day capacity of 3,000 kilolitres. This STP-treated water is circulated through the four cooling towers that take care of the hotel's air conditioning, thus doing away with the environmental and monetary cost associated with freshwater. The treated water used in all toilet flushes present throughout the hotel, including guestrooms and public areas, as well as for all irrigation is subject to quality checks by a separate agency entrusted with this responsibility. Water passing through the faucets in guestroom washbasins and the kitchen must first go through an extensive softening and filtration treatment at the hotel's reverse osmosis (RO) plant. The RO has a high rejection rate of 30%; the rejected water is not drained out but instead used for cleaning hard surfaces.
The Orchid, Mumbai – Composition of Waste
Source: HVS Eco Services
Page 20
Wet Garbage (Composted)
84.10%
Dry Garbage (Recycled)
11.28%Non
Recyclable0.51%
Paper (Recycled)
4.10%
At the ECOTEL-certified Club Mahindra Kodagu Valley (CMKV) in Coorg, Karnataka used towels are routinely recycled into dusters; oil used in the spa is stored to be reused in bonfires; staff cards are no longer laminated; and jute twine, rather than plastic twine, is used for document binding. The hotel has a Holiday Activity Centre, where guests are taught to make decorative plates and wall hangings from used paper cups, chipped crockery and waste glass and mirrors. These steps, although small, have gone a long way in strengthening staff commitment to the hotel's overall environmental objectives, and have enthused guests to come back to stay at CMKV. Several other hotels in India have also put in place innovative approaches that lead to better waste management. At The Native Village, a 24-room eco resort near Bengaluru, paper is made into pulp, which is then formed in balls that are sun-baked, stored and used as a form of fuel, either in bonfires or in boilers that are used to generate hot water for the hotel when solar power is low. Additionally, food waste, together with oil-seed cakes (a waste by product of the edible oil-seeds industry) and cow dung is emptied into the hotel's biogas generators for the gradual production of methane, which is then used for cooking instead of LPG. Oil for the terracotta lamps lit every night at the Fateh Garh, Udaipur is extracted from the crushed seed of the Jathropa plant that grows in abundance around the resort.
While the above-mentioned properties and other hotels/brands in India have exemplary energy, water and waste management practices, their commitment to other areas is equally significant and merits an entirely new article. Guided by the overarching objective of responsible business operations, these hotels use organic, natural and recycled as much as is feasible, and engage in sustainable community development that include women's empowerment, supplementary education and financial support to weaker sections. CGH Earth is training tribal communities in Thekkady in organic pepper farming, which provides them a steady source of income and has helped revive an age-old tradition. Profits from this enterprise are ploughed back into the welfare of the tribal communities. ITC, through various programs and projects, is currently greening over 100,000 hectares of wasteland and providing 45 million person-days of employment, educating around 200,000 rural children and economically empowering more than 20,000 women.
Through technologies, systems and practices that promote better efficiencies at a lower long-term cost, and with the help of inspired and motivated staff who resonate with their philosophy, these hotels and companies have been able to effectively translate the somewhat unclear idea of “going green” into a business approach – a business approach that beautifully integrates profitability and investor interest with the betterment of our environment and our society.
Deepika Thadani, HVS Eco Services [email protected]
Page 21
1. Indian Hotel Industry by Star Category
Introduction
In this section, we have analysed hotel performance by star classification. An overall total of 1,200 hotels participated in our survey for 2009-10. The hotels have been classified into the eight categories applicable in India (see Tables 1-1 to 1-10), and their responses analysed accordingly.
To provide further comparisons, we have included a column for All India Totals across all star categories. Each section includes the total number of respondents for each component of the survey, allowing the reader to judge the validity of the data received.
The layout has been standardised in each section to enable consistency throughout the entire document. All figures pertain to 2009-10 (April-March), and monetary figures are in Indian rupees.
Trends
●Departmental Expenses: We note that the departmental expenses continue to increase as a percentage of departmental revenue as we go from Five-Star Deluxe to One-Star hotels. The food and beverage expenses are as high as 67% and 69% respectively, for Two and One-Star hotels, as compared to 50-54% for Five-Star Deluxe and Five-Star hotels. The smaller inventories of the lower rated hotels do not permit them to achieve efficiencies of scale in food and beverage operations. Also, telephone and other expenses are becoming loss-generating departments in Three-Star, Two-Star, and One-Star hotels. As guests use portable phones and even portable internet devices, the use of hotel phones and internet is reducing, making it expensive to provide these facilities. In the past, the telephone department was considered a profit generating department. As the industry matures, the telephone department will become a cost centre, in line with international trends. However, these facilities are an important consideration when choosing a hotel, and hence it is necessary to have them in the property.
●Market Segmentation: Distinct differences are observed in market segmentation across various star categories. The contribution of the domestic business traveller segment increases in the Three-Star hotels as compared to the Five-Star and Five-Star Deluxe, and forms the major constituent of demand for the Two-Star and One-Star hotels, therefore re-affirming the price sensitivity of the domestic traveller, along with its major contribution to hotel demand. Airline and MICE segments contribute largely to the demand for Five-Star and Five-Star Deluxe hotels.
●Country of Origin: The overall constitution of the country of origin of guests continues to mirror that of the previous years; the UK and USA continue to dominate the overall visitations. This year witnessed increased visitation from Europe.
Page 22
TABLE 1-1: Indian Hotel Industry by Star Category: Facilities Analysis and Staffing
Typical Room Profile of an Average Hotel
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 43 45 87 485 266 58 40 176 1,200
Air-Conditioned Single 53.5 12.9 13.4 3.9 7.5 1.3 0.8 2.1 7.0Double 132.2 110.1 67.0 40.9 20.6 14.0 23.6 17.8 38.9Suites 20.5 7.6 12.4 5.1 3.3 1.8 9.0 2.0 5.4
Non-Air-Conditioned Single 0.0 0.0 0.0 0.7 1.3 1.3 0.9 2.0 0.9Double 0.0 1.9 1.8 4.2 8.2 8.4 5.0 9.2 5.6Suites 0.0 0.2 0.1 0.5 0.7 0.3 1.1 0.7 0.5
Total average rooms 206.3 132.7 94.7 55.3 41.4 27.0 40.3 33.8 58.4
Average Number of Food & Beverage Outlets Per Hotel
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 43 45 82 455 216 39 38 140 1,058
Restaurant 3.6 2.5 2.3 1.6 1.4 1.3 1.7 1.3 1.7Bars 1.4 1.0 1.2 0.8 0.7 0.5 0.8 0.5 0.8Others 0.8 1.1 0.8 1.0 0.7 0.4 1.0 0.3 0.8Total 5.8 4.7 4.3 3.4 2.8 2.1 3.4 2.1 3.3
Average Number of Total Employees Per Hotel (Permanent / Contract / Full Time / Part Time)
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
AverageNumber of Responses 40 41 80 448 253 56 37 144 1,099
Managers Male 50.7 27.8 15.0 5.9 2.6 1.9 5.8 1.9 7.5Female 13.0 6.2 2.4 0.8 0.4 0.3 0.5 0.2 1.3
Supervisors Male 46.3 26.8 19.9 9.7 4.1 2.8 9.0 2.6 9.8Female 8.1 4.2 3.4 1.8 0.6 0.2 0.6 0.2 1.6
Staff Male 258.6 153.2 118.9 59.9 29.6 18.8 54.1 19.9 60.4Female 32.3 13.1 11.7 6.3 3.4 2.3 3.3 1.9 6.4
Total 409.0 231.3 171.1 84.3 40.7 26.3 73.3 26.7 87.0
Avg. Employees / Room 2.0 1.8 1.9 1.5 1.0 1.0 1.8 0.9 1.5
Average Percentage of Trained Employees Per Hotel
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 32 35 69 297 133 26 30 50 672
Managers 92.5 90.6 87.4 87.3 90.6 87.4 93.8 86.5 88.6
Supervisors 87.4 79.4 81.2 80.6 76.2 71.4 89.8 80.2 80.1
Staff 70.2 70.1 68.0 63.9 62.7 59.7 75.2 69.5 65.5
Total Avg. Trained Employees* 83.3 80.0 78.9 77.3 76.5 72.8 86.3 78.7 78.1Total Avg. Un-Trained Employees 16.7 20.0 21.1 22.7 23.5 27.2 13.7 21.3 22.0
* The number of non-air-conditioned rooms in lower star category hotels appears to be higher, partly because many are located in hill stations where air-conditioning is not provided in hotels
* Trained Employees includes those with a minimum one-year certificate course from a hotel management or equivalent institution; however, some hotels may have included those with short term (in-house) training
Page 23
TA
BL
E 1
-2:
Ind
ian
Ho
tel
Ind
ust
ry b
y S
tar
Cat
ego
ry:
Fin
anci
al R
epo
rt –
Per
cen
tag
e o
f R
even
ue
(200
9-10
)
CO
MP
OS
ITIO
N
Fiv
e-S
tar
Del
uxe
Fiv
e-S
tar
Fou
r-S
tar
Thre
e-S
tar
Tw
o-S
tar
One-
Sta
r H
erit
age
Oth
ers
20
09
-20
10
All I
ndia
Ave
rage
Num
ber
of
Resp
onse
s3
73
56
52
15
11
52
62
58
52
6
Ave
rage
Tot
al R
oom
s P
er H
otel
:2
09
12
89
46
13
52
64
52
37
2A
vera
ge
Occ
upie
d R
oom
s P
er H
otel
:4
7,6
20
26
,87
51
9,4
72
12
,92
17
,68
45
,60
37
,62
85
,48
91
5,1
74
Ave
rage
Occ
upancy
Per
Hot
el:
64
.4%
58
.5%
61
.1%
58
.9%
63
.6%
61
.7%
50
.8%
68
.0%
59
.9%
Ave
rage
Rate
Per
Hot
el (
):8
,17
9
5
,38
6
3
,88
0
2
,46
3
1
,27
1
7
90
3
,12
3
1
,13
1
4
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9
REV
EN
UE
Room
s5
6.5
%5
8.5
%5
8.9
%5
6.7
%4
9.6
%6
1.4
%4
5.6
%5
9.9
%5
6.7
%Fo
od
& B
ever
age
28
.22
6.1
25
.13
1.2
39
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0.4
34
.32
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28
.7B
anqu
ets
& C
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8.9
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.6M
inor
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d*3
.73
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enta
l & O
ther
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me
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00
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& B
ever
age
50
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.2M
inor
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rate
d*4
9.8
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37
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83
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tal &
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e4
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ER
ATIN
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al8
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arke
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chis
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rope
rty
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nten
ance
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ED
EX
PEN
SES
Pro
pert
y Tax
es0
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sura
nce
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er F
ixed
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t 0
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ET I
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inor
ope
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part
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ts in
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ift s
hop,
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ntre
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ws
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port
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ealth
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b, g
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me
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efore
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tere
st p
aym
ents
and
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Page 24
`
TA
BL
E 1
-3:
Ind
ian
Ho
tel
Ind
ust
ry b
y S
tar
Cat
ego
ry:
Fin
anci
al R
epo
rt –
Am
ou
nt
Per
Av
aila
ble
Ro
om
(20
09-1
0)
CO
MP
OS
ITIO
N
Fiv
e-S
tar
Delu
xeFiv
e-S
tar
Four-
Sta
rThre
e-S
tar
Tw
o-S
tar
One-S
tar
Heri
tage
Oth
ers
20
09
-20
10
All I
ndia
Ave
rage
Num
ber
of
Resp
onse
s3
73
56
52
15
11
52
62
58
52
6
Ave
rage T
ota
l R
oom
s P
er
Hote
l:2
09
12
89
46
13
52
64
52
37
2A
vera
ge O
ccupie
d R
oom
s P
er
Hote
l:4
7,6
20
26
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51
9,4
72
12
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17
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45
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37
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85
,48
91
5,1
74
Ave
rage O
ccupancy
Per
Hote
l:6
4.4
%5
8.5
%6
1.1
%5
8.9
%6
3.6
%6
1.7
%5
0.8
%6
8.0
%5
9.9
%
Ave
rage R
ate
Per
Hote
l (
):8
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9
5,3
86
3,8
80
2,4
63
1,2
71
79
0
3,1
23
1,1
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49
REV
EN
UE (
)
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s1,8
65,0
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40
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518,3
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erag
e930,7
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que
ts &
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ces
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or
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ated
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tal &
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er In
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()
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ne &
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*61,0
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tal &
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er In
com
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l1,0
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137,7
25
71,8
78
383,7
02
48,5
60
57
7,9
85
FIX
ED
EX
PEN
SES
()
Pro
per
ty T
axes
24,9
27
15,0
43
12,2
83
6,9
70
3,3
93
2,7
70
2,7
70
1,0
92
11
,81
9
Insu
ranc
e9,0
39
6,7
00
3,7
04
3,8
75
6,1
25
917
2,5
75
1,1
14
5,3
55
Oth
er F
ixed
Cha
rges
63,3
87
15,2
81
16,0
86
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26
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43
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17
9,9
47
5,8
95
21
,93
5
Ren
t 22,0
12
31,8
90
18,7
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98
4,4
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15
,39
2
Tota
l119,3
65
68,9
15
50,8
36
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69
22,6
96
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64
42,7
28
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54
,50
0
NET I
NC
OM
E(
)**
1,2
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86
691,1
14
413,1
63
245,0
82
115,0
29
56,6
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340,9
74
27,4
79
52
3,4
84
* M
inor
oper
ated
dep
artm
ents
incl
ude:
laun
dry
, gift
sho
p,
bus
ines
s ce
ntre
, ne
ws
stan
d,
sport
s, h
ealth
clu
b,
gar
age,
par
king
and
so f
ort
h
**
Net
Inco
me
is b
efore
dep
reci
atio
n, in
tere
st p
aym
ents
and
tax
es
`
`
`
``
``
`
Page 25
TA
BL
E 1
-4:
Ind
ian
Ho
tel
Ind
ust
ry b
y S
tar
Cat
ego
ry:
Fin
anci
al R
epo
rt –
Am
ou
nt
Per
Occ
up
ied
Ro
om
(20
09-1
0)
CO
MP
OS
ITIO
N
Fiv
e-S
tar
Del
uxe
Fiv
e-S
tar
Fou
r-S
tar
Thre
e-S
tar
Tw
o-S
tar
One-
Sta
r H
erit
age
Oth
ers
2009-2
010
All I
ndia
Ave
rage
Num
ber
of
Resp
onse
s37
35
65
215
115
26
25
8526
Ave
rage
Tot
al R
oom
s P
er H
otel
:209
128
94
61
35
26
45
23
72
Ave
rage
Occ
upie
d R
oom
s P
er H
otel
:47,6
20
26,8
75
19,4
72
12,9
21
7,6
84
5,6
03
7,6
28
5,4
89
15,1
74
Ave
rage
Occ
upancy
Per
Hot
el:
64.4
%58.5
%61.1
%58.9
%63.6
%61.7
%50.8
%68.0
%59.9
%
Ave
rage
Rate
Per
Hot
el (
):8,1
79
5,3
86
3,8
80
2,4
63
1,2
71
790
3,1
23
1,1
31
4,1
49
REV
EN
UE (
)
Room
s8
,17
9
5,3
86
3,8
80
2,4
63
1,2
71
79
0
3,1
23
1,1
31
4,1
49
Food
& B
ever
age
4,0
81
2,4
07
1,6
56
1,3
58
1,0
09
39
1
2,3
48
52
9
2,0
98
Ban
quet
s &
Conf
eren
ces
1,2
92
81
5
70
0
35
8
13
1
14
73
9
12
1
650
Tel
epho
ne &
Oth
er7
4
74
48
18
14
7
7
1
41
Min
or
Ope
rate
d*5
38
31
4
13
3
59
31
5
20
3
78
206
Ren
tal &
Oth
er In
com
e3
22
21
7
17
2
92
10
4
79
42
3
28
179
Tota
l1
4,4
85
9,2
14
6,5
89
4,3
48
2,5
61
1,2
86
6,8
44
1,8
88
7,3
22
DEP
AR
TM
EN
TA
L E
XP
EN
SES
()
Room
s1
,33
9
80
5
59
0
49
1
34
7
23
6
53
1
33
1
708
Food
& B
ever
age
2,7
28
1,7
49
1,4
38
1,1
09
76
3
27
9
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86
52
4
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41
Tel
epho
ne &
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er5
2
44
39
29
21
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57
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37
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or
Ope
rate
d*2
68
13
7
18
2
74
32
9
12
6
67
135
Ren
tal &
Oth
er In
com
e1
4
12
9
17
26
10
28
22
16
Tota
l4
,40
1
2,7
47
2,2
59
1,7
21
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88
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4
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9
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37
DEP
AR
TM
EN
TA
L I
NC
OM
E (
)1
0,0
84
6,4
67
4,3
30
2,6
27
1,3
72
74
2
4,6
16
93
9
4,8
85
OP
ER
ATIN
G E
XP
EN
SES
()
Adm
inis
trat
ive
& G
ener
al1
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4
1,0
06
63
2
39
2
23
8
13
5
78
7
14
8
663
Man
agem
ent Fe
e5
01
17
3
12
4
87
41
26
18
3
4
190
Mar
ketin
g4
08
26
7
14
2
99
69
24
20
4
47
189
Fran
chis
e Fe
es6
6
65
28
27
1
-
52
11
37
Pro
pert
y O
pera
tions
& M
aint
enan
ce7
43
50
6
48
3
25
6
13
0
67
50
4
37
4
419
Ene
rgy
1,1
11
82
4
67
4
47
1
26
4
15
7
64
2
15
1
653
Tota
l4
,03
3
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83
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33
74
2
40
9
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71
73
6
2,1
51
HO
US
E P
RO
FIT
()
6,0
51
3,6
26
2,2
48
1,2
95
63
0
33
4
2,2
44
20
3
2,7
34
FIX
ED
EX
PEN
SES
()
Pro
pert
y Tax
es1
09
72
60
33
16
13
16
5
56
Insu
ranc
e4
0
32
18
18
28
4
15
5
25
Oth
er F
ixed
Cha
rges
27
8
73
78
43
40
23
58
25
104
Ren
t 9
7
15
2
91
35
20
30
16
0
54
73
Tota
l5
23
32
9
24
6
13
0
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71
25
0
88
258
NET I
NC
OM
E(
)**
5,5
27
3,2
97
2,0
01
1,1
65
52
6
26
3
1,9
94
11
5
2,4
77
* M
inor
ope
rate
d de
part
men
ts in
clud
e: la
undr
y, g
ift s
hop,
bus
ines
s ce
ntre
, ne
ws
stan
d, s
port
s, h
ealth
clu
b, g
arag
e, p
arki
ng a
nd s
o f
ort
h
**
Net
Inco
me
is b
efore
dep
reci
atio
n, in
tere
st p
aym
ents
and
tax
es
`
`
`
``
``
`
Page 26
TABLE 1-5: Indian Hotel Industry by Star Category: Market Data
Market Segmentation
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 35 33 62 324 178 38 26 42 738
Airline Crew 5.4 3.1 3.3 1.3 0.4 0.8 0.5 0.1 1.4 Business Traveller - Domestic 18.4 20.5 33.5 39.4 44.6 42.7 10.2 36.4 37.3 Business Traveller - Foreign 22.9 20.5 17.6 9.9 6.3 5.3 6.0 8.9 10.4 Complimentary Rooms 2.5 2.0 2.2 1.9 2.0 1.7 3.0 0.8 2.0 Domestic - Tourists/Leisure FIT 9.7 15.3 10.7 16.4 22.3 20.2 20.6 33.8 18.3 Foreign - Tourists/Leisure FIT 12.3 10.3 9.6 6.6 5.2 7.1 27.8 4.2 7.6 Meeting Participants (Less than 100 Attendees) 4.4 4.5 3.4 3.4 2.7 3.2 4.3 1.5 3.2 Meeting Participants (Over 100 Attendees) 10.3 11.1 6.0 7.5 5.3 4.3 4.8 1.9 6.6 Tour Groups - Domestic 3.1 4.5 4.6 6.7 6.7 6.0 5.9 8.4 6.3 Tour Groups - Foreign 6.3 4.7 7.6 4.3 2.4 1.5 15.2 1.6 4.3Other 4.7 3.6 1.6 2.5 2.1 7.2 1.6 2.4 2.7Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Guest Analysis
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
AverageNumber of Responses 41 42 80 397 215 47 34 59 915
Domestic Guests 48.5 54.1 61.7 76.4 83.9 83.7 43.0 85.3 74.1Foreign Guests 51.5 45.9 38.3 23.6 16.1 16.3 57.0 14.7 25.9Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Total Business Guests 63.9 61.0 64.4 62.3 60.3 61.0 25.0 58.0 60.4Total Leisure Guests 36.1 39.0 35.6 37.7 39.8 39.0 75.0 42.0 39.7Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Avg. Stay of Foreign Guests (Days) 3.1 4.4 4.0 3.4 3.1 2.9 2.9 2.5 3.3Avg. Stay of Domestic Guests (Days) 2.1 3.1 2.6 3.2 3.0 3.5 2.6 2.6 3.0Avg. Stay of Business Guests (Days) 2.3 3.4 3.3 3.6 3.0 2.6 2.2 2.9 3.2Avg. Stay of Leisure Guests (Days) 2.2 2.9 2.4 2.7 2.6 3.4 2.1 3.0 2.6Percentage of Repeat Guests 35.9 35.3 40.3 47.1 51.8 47.7 24.2 49.3 45.9
Country of Origin of Guests
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 28 29 55 202 88 17 23 14 456
ASEAN* 3.3 4.5 4.1 5.3 4.4 5.6 2.9 4.1 4.7Australia 3.2 2.3 3.0 3.5 2.8 4.5 4.7 2.0 3.2Canada 3.9 2.3 4.2 4.2 3.4 5.2 2.9 1.9 3.8Caribbean 0.6 2.5 2.0 0.8 0.4 0.2 0.3 0.1 0.9China 2.3 2.6 2.9 4.9 3.5 1.4 1.2 3.3 3.7France 3.1 3.0 5.4 6.8 3.8 13.6 17.0 5.4 6.3Germany 5.1 5.3 5.6 7.3 4.9 6.5 10.0 3.5 6.4Japan 3.8 5.7 5.6 4.7 3.8 2.5 4.0 3.8 4.5Middle East 3.2 3.8 3.7 3.6 5.6 3.2 2.5 4.0 3.9Other European 8.3 15.2 9.4 10.4 10.8 8.1 11.6 6.3 10.4Russia 4.8 7.6 4.4 4.6 2.0 2.1 1.6 3.4 4.0SAARC ** 3.4 2.2 5.6 5.2 10.3 16.3 1.3 14.0 6.4South Africa 1.2 1.5 2.3 2.6 2.8 1.7 1.1 3.0 2.3UK 15.2 14.2 12.7 13.1 18.0 11.7 17.6 13.5 14.4USA 15.6 12.4 10.1 13.0 11.1 12.1 9.1 13.0 12.2Other 23.0 15.0 19.1 10.0 12.6 5.5 12.4 18.8 12.9Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
* ASEAN: Association of South East Asian Nations
** SAARC: South Asian Association for Regional Co-operation - India, Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives
Page 27
TABLE 1-6: Indian Hotel Industry by Star Category: Monthly and Daily Occupancy
Average Monthly Occupancy
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 41 41 77 364 178 43 31 54 829
January 67.2 62.3 64.2 60.5 61.2 59.8 47.6 60.4 60.9February 75.6 69.6 68.8 61.9 60.8 59.5 55.3 59.8 62.9March 67.2 61.1 61.0 57.1 57.8 53.7 49.5 57.0 57.8April 58.3 56.7 55.8 56.1 58.5 55.7 44.8 60.0 56.6May 52.3 55.3 52.7 58.8 61.3 58.6 33.8 68.1 57.9June 56.5 55.8 51.6 54.9 60.4 57.4 31.5 66.4 55.9July 56.5 53.2 53.1 51.9 55.1 52.1 33.1 61.1 52.9August 59.1 51.5 53.7 53.0 53.8 53.8 41.2 58.0 53.4September 62.9 55.2 54.5 54.3 54.0 56.4 40.2 56.8 54.5October 63.7 60.6 60.2 59.3 60.6 63.3 57.1 62.6 60.3November 73.2 70.1 68.5 64.3 64.0 63.0 61.3 65.3 65.2December 67.6 65.9 68.1 67.2 67.6 66.5 56.5 68.6 67.0
Average Daily Occupancy
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 38 37 66 346 177 40 16 50 770
Monday 60.6 61.1 57.4 54.7 56.7 54.0 46.3 55.1 55.8Tuesday 63.4 64.6 59.5 56.8 58.4 57.4 46.8 55.1 57.8Wednesday 64.2 66.0 62.0 58.6 60.1 59.5 47.5 55.3 59.5Thursday 62.3 64.6 61.8 58.7 61.1 59.0 49.1 58.6 59.8Friday 58.1 62.8 59.5 58.6 67.7 61.9 55.6 62.1 61.3Saturday 55.3 60.6 54.8 53.9 60.2 57.5 60.8 61.3 56.6Sunday 53.2 54.4 53.4 47.7 50.3 43.7 53.6 52.4 49.6
TABLE 1-7: Indian Hotel Industry by Star Category: Sources of Reservations
Source of Advance Reservations
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
AverageNumber of Responses 38 38 72 364 191 38 26 53 820
Chain CRS (Central Reservation System) 13.9 9.1 6.1 1.8 0.8 0.3 4.6 0.9 2.8Direct Enquiry / Hotel Representation 43.9 42.1 48.6 54.1 57.6 64.6 29.5 67.4 54.0Global Distribution System (GDS) 8.0 6.6 2.5 1.4 0.4 0.3 0.9 0.2 1.7Hotel / Chain Website 5.5 6.0 4.6 7.6 6.8 4.6 7.6 3.9 6.6Travel Agent and Tour Operator 12.6 20.5 21.4 19.6 18.8 17.7 41.7 15.3 19.6Other Online Reservation Systems 7.0 6.8 5.8 3.3 1.6 0.5 8.7 0.9 3.3Other Website 3.5 3.7 5.3 5.0 5.5 3.4 3.5 4.7 4.9Other 5.5 5.3 5.6 7.2 8.5 8.6 3.4 6.7 7.1Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Page 28
TABLE 1-8: Indian Hotel Industry by Star Category: Marketing Media
Marketing Media - Percentage of Hotels Using Each Media
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 39 39 77 383 190 38 33 55 854
Consumer Generated Media (CGM) 30.8 7.7 13.0 12.8 4.7 0.0 12.1 1.8 10.3Direct Mail 79.5 79.5 85.7 80.9 74.2 63.2 90.9 67.3 78.5Hotel Website 94.9 100.0 89.6 85.6 79.0 60.5 100.0 49.1 82.7Loyalty Card program 89.7 76.9 55.8 29.2 16.8 13.2 24.2 20.0 32.3Merchandising 43.6 35.9 27.3 23.2 14.2 5.3 15.2 7.3 21.0Other Internet Site 71.8 79.5 75.3 60.8 55.8 50.0 72.7 41.8 61.1Outdoor Advertising 64.1 74.4 76.6 63.2 51.6 39.5 48.5 49.1 59.8Pay Per Click 35.9 12.8 13.0 9.7 6.8 5.3 9.1 1.8 10.0Print Advertising 92.3 100.0 90.9 88.8 79.0 76.3 93.9 69.1 85.8Promotions 92.3 87.2 83.1 66.1 46.8 31.6 84.9 41.8 63.1Radio Advertising 41.0 33.3 33.8 21.2 8.4 0.0 12.1 10.9 19.0Telemarketing 53.9 51.3 64.9 50.7 37.4 29.0 33.3 40.0 46.8TV Advertising 35.9 33.3 27.3 27.9 19.5 5.3 30.3 20.0 25.2Viral Marketing 18.0 5.1 9.1 8.4 5.8 7.9 6.1 3.6 7.7
TABLE 1-9: Indian Hotel Industry by Star Category: Payment Methods
Payment Methods Used
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 33 33 69 342 181 37 27 48 770
Cash Sales 12.9% 23.1% 25.1% 40.5% 56.2% 67.4% 23.8% 67.3% 43.2%Credit Card Sales 47.8 39.1 37.9 33.1 27.6 22.0 26.7 18.2 31.4Credit Sales (other than cards) 36.3 33.1 31.4 21.1 12.5 7.7 43.2 9.2 20.6Electronic Fund Transfer 3.0 4.7 5.6 5.4 3.8 3.0 6.3 5.3 4.8Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Credit Cards Used
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 34 32 64 319 139 24 24 24 660
American Express 36.8% 22.4% 14.3% 8.6% 4.2% 5.0% 10.8% 5.2% 10.2%Diners Club 3.3 3.8 2.1 3.0 2.2 4.7 1.2 3.1 2.8Mastercard / Eurocard 27.4 31.7 34.7 38.9 39.5 36.5 36.2 43.1 37.6Visa 31.2 36.5 44.1 45.3 48.7 47.8 50.0 37.0 44.7Other 1.4 5.7 4.8 4.3 5.4 6.0 1.8 11.7 4.7Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Average Credit Card Commission
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 34 32 61 246 111 17 23 16 541
American Express 3.2% 3.3% 3.3% 2.7% 2.0% 1.4% 3.0% 1.5% 2.6%
Diners Club 1.8 1.2 1.2 0.7 0.6 0.7 0.3 0.4 0.8
Mastercard / Eurocard 1.2 1.4 1.5 1.9 3.1 1.8 1.4 2.0 2.0
Visa 1.1 1.4 1.5 1.7 3.4 2.1 1.5 2.0 2.0
Other 0.2 0.2 0.4 0.2 0.2 0.2 0.1 0.5 0.2
Page 29
100.0
TABLE 1-10: Indian Hotel Industry by Star Category: Technology Management Practices
Technology in Hotels - Percentage of Hotels Using Each Technology
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2009-2010
All India
Average
Number of Responses 42 40 74 378 191 41 32 41 839
Accounting System 97.6% 90.0% 93.2% 92.6% 92.2% 90.2% 90.6% 87.8% 92.3%Call Accounting System 78.6 80.0 70.3 60.3 45.6 31.7 37.5 41.5 56.5Central Reservation System (CRS) 73.8 55.0 48.7 27.3 10.5 12.2 40.6 22.0 28.5Electronic Keycard 85.7 75.0 67.6 34.9 15.2 12.2 15.6 19.5 35.2Energy Management System 54.8 27.5 33.8 26.7 14.1 7.3 18.8 9.8 23.8Internet / E-Mail 100.0 97.5 93.2 93.1 85.9 73.2 96.9 80.5 90.6Internet / Website 92.9 92.5 94.6 85.5 74.9 53.7 93.8 65.9 82.4Intranet System 78.6 50.0 60.8 44.7 30.9 22.0 62.5 26.8 43.6Local Area Network (LAN) 100.0 90.0 83.8 78.8 57.1 43.9 75.0 43.9 72.4Management Information System 90.5 72.5 81.1 56.9 37.7 34.2 53.1 26.8 54.4Point of Sale System for Food and Beverage 100.0 95.0 90.5 74.6 46.6 19.5 71.9 43.9 67.6Property Management System 85.7 80.0 75.7 47.4 22.5 12.2 43.8 22.0 44.6Yield Management System 61.9 30.0 33.8 22.0 8.4 2.4 12.5 9.8 20.4Other 33.3 22.5 14.9 10.3 11.0 2.4 9.4 2.4 11.8
Page 30
2. Indian Hotel Industry – Inventory and Chain Affiliation
Introduction
In this section, we present key operating statistics and other data for the survey participants according to the number of rooms. The participating hotels have been classified into three categories: 'Less Than 50 Rooms', '50 to 150 Rooms', and 'More Than 150 Rooms'. We have also drawn a comparison between Chain Affiliated and Independent hotels.
Trends
●Total Employees per Hotel: There is not much difference in the employee to room ratio when compared across different sizes of hotels. Although this trend reflects the inefficiency in operations, especially in One and Two-Star hotels, it can be attributed to the fact that even hotels with small inventories in India offer various facilities such as multiple food and beverage outlets, laundry, room service, and 24-hour availability of front-desk staff.
●Profitability: The net income percentage of Chain Affiliated hotels is observed to be greater than the Independent hotels. The Chain Affiliated hotels are also able to better manage departmental and operating expenses, leading to greater profitability. The availability of standard operating procedures and trained staff helps the Chain Affiliated hotels to perform better. The hotels with higher room inventory also have larger bottom lines, due to efficiencies of scale in operations.
●Source of Reservations: The Chain Affiliated hotels receive more reservations from Central Reservation Systems, Global Distribution Systems, and Other Online Reservation Systems, as compared to Independent hotels. The Independent hotels rely more on Direct Enquiries and bookings from Travel Agents & Tour Operators.
●Technology: While hotels with smaller inventories use traditional and essential technology such as Accounting Systems, hotels with larger inventories focus more on using Yield Management Systems, Management Information Systems, and even technology such as Electronic Keycards and LAN networks. As the inventory increases, the use of technology becomes necessary to standardise operations and bring in efficiency and effectiveness.
Page 31
TABLE 2-1: Indian Hotel Industry – Inventory and Chain Affiliation: Facilities Analysis and Staffing
Typical Room Profile of an Average Hotel
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 741 399 60 221 979
Air-Conditioned Single 2.1 7.2 66.7 13.8 5.5
Double 18.6 58.2 161.0 66.7 32.6
Suites 2.9 7.8 20.1 9.6 4.5
Non-Air-Conditioned Single 0.9 1.0 1.0 0.6 1.0
Double 5.6 6.0 3.2 3.6 6.1
Suites 0.6 0.4 0.0 0.3 0.6
Total Average Rooms 30.7 80.6 251.9 94.5 50.2
Average Number of Food & Beverage Outlets Per Hotel
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 627 376 56 219 840
Restaurant 1.4 2.0 3.3 2.1 1.6
Bars 0.7 0.9 1.4 1.0 0.7
Others 0.7 1.0 1.1 0.9 0.8
Total 2.7 3.9 5.7 3.9 3.1
Average Number of Total Employees Per Hotel (Permanent / Contract / Full Time / Part Time)
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 691 355 53 201 898
Managers Male 3.0 11.2 41.9 16.5 5.5
Female 0.4 1.6 12.0 3.3 0.9
Supervisors Male 4.4 14.9 47.1 17.8 8.0
Female 0.7 2.6 8.1 3.2 1.3
Staff Male 30.8 90.8 242.3 107.8 49.8
Female 3.2 8.9 29.6 11.5 5.2Total 42.5 130.0 380.8 160.0 70.8
Average Number of Employees per Room 1.4 1.6 1.5 1.7 1.4
Average Percentage of Trained Employees Per Hotel
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 374 254 44 152 520
Managers 89.6% 86.8% 90.5% 90.6% 88.0%
Supervisors 78.9 81.6 79.8 85.5 78.4
Staff 64.6 66.6 66.2 66.7 65.1
Total Avg. Trained Employees* 77.7 78.3 78.9 80.9 77.2
Total Avg. Un-Trained Employees 22.3 21.7 21.2 19.1 22.8
* Trained Employees includes those with a minimum one-year certificate course from a hotel management or equivalent institution; however,
some hotels may have included those with short term (in-house) training
Page 32
N
um
ber
of
Resp
onse
s1
32
39
45
26
Ave
rage T
ota
l R
oom
s P
er
Hote
l:1
16
5
7
72
Ave
rage O
ccupie
d R
oom
s P
er
Hote
l:2
4,6
98
1
1,9
84
1
5,1
74
Ave
rage O
ccupancy
Per
Hote
l:5
8.5
%6
0.3
%5
9.9
%A
vera
ge R
ate
Per
Hote
l (
):5
,57
8
3
,16
2
4
,14
9
CO
MP
OS
ITIO
N P
erc
enta
ge
of
Reve
nue
Am
ount
per
Ava
ilable
Room
()
Am
ount
per
Occ
upie
d
Room
()
Perc
enta
ge
of
Reve
nue
Am
ount
per
Ava
ilable
Room
()
Am
ount
per
Occ
upie
d
Room
()
Perc
enta
ge
of
Reve
nue
Am
ount
per
Ava
ilable
Room
()
Am
ount
per
Occ
upie
d
Room
(`
)
REV
EN
UE
Room
s56.6
%1,1
90,7
87
5,5
78
56.8
%663,7
60
3,1
62
56
.7%
87
6,9
19
4,1
49
Food &
Bev
erag
e28.0
589,7
82
2,7
63
29.4
343,9
31
1,6
38
28
.74
43
,36
7
2
,09
8
B
anquet
s &
Confe
rence
s9.8
206,9
70
970
7.7
90,0
75
429
8
.91
37
,35
3
6
50
Tel
ephone
& O
ther
0.6
11,6
13
54
0.6
6,5
83
31
0.6
8,6
18
41
M
inor
Oper
ated
*3.0
63,6
46
298
2.6
29,9
77
143
2
.84
3,5
94
2
06
R
enta
l & O
ther
Inco
me
2.0
41,8
81
196
3.0
35,1
71
168
2
.53
7,8
85
1
79
Tota
l100.0
2,1
04,6
80
9,8
59
100.0
1,1
69,4
96
5,5
71
10
0.0
1,5
47
,73
7
7,3
22
DEP
AR
TM
EN
TA
L E
XP
EN
SES
Room
s15.3
182,3
86
854
19.2
127,4
72
607
1
7.1
14
9,6
83
70
8
Food &
Bev
erag
e49.9
397,7
38
1,8
63
63.8
276,9
30
1,3
19
56
.13
25
,79
3
1
,54
1
Tel
ephone
& O
ther
72.8
8,4
50
40
111.2
7,3
18
35
90
.27
,77
6
3
7
Min
or
Oper
ated
*51.2
32,5
87
153
86.1
25,8
16
123
6
5.5
28
,55
5
13
5
Ren
tal &
Oth
er Inco
me
3.5
1,4
81
7
12.8
4,5
11
21
8.7
3,2
85
16
Tota
l29.6
622,6
43
2,9
17
37.8
442,0
46
2,1
06
33
.35
15
,09
2
2
,43
7
D
EP
AR
TM
EN
TA
L I
NC
OM
E70.4
1,4
82,0
38
6,9
43
62.2
727,4
50
3,4
65
66
.71
,03
2,6
45
4
,88
5
O
PER
ATIN
G E
XP
EN
SES
Adm
inis
trat
ive
& G
ener
al9.4
198,6
78
931
8.6
100,2
46
477
9
.11
40
,05
7
6
63
M
anag
emen
t Fe
e3.2
67,7
77
318
1.8
21,5
43
103
2
.64
0,2
43
1
90
M
arke
ting
2.8
58,0
46
272
2.4
27,6
09
132
2
.63
9,9
20
1
89
Fr
anch
ise
Fees
0.5
11,1
47
52
0.5
5,5
18
26
0.5
7,7
95
37
P
roper
ty O
per
atio
ns
& M
ainte
nan
ce4.4
93,4
29
438
7.3
85,2
35
406
5
.78
8,5
50
4
19
Ener
gy
8.3
173,7
61
814
9.7
113,8
75
542
8
.91
38
,09
7
6
53
Tota
l28.7
602,8
39
2,8
24
30.3
354,0
26
1,6
86
29
.44
54
,66
1
2
,15
1
H
OU
SE P
RO
FIT
41.8
879,1
99
4,1
19
31.9
373,4
24
1,7
79
37
.45
77
,98
5
2
,73
4
FIX
ED
EX
PEN
SES
Pro
per
ty T
axes
0.8
16,7
45
78
0.7
8,4
73
40
0.8
11
,81
9
56
In
sura
nce
0.3
6,2
35
29
0.4
4,7
58
23
0.4
5,3
55
25
O
ther
Fix
ed C
har
ges
1.6
34,5
72
162
1.1
13,3
54
64
1.4
21
,93
5
10
4
Ren
t 1.4
28,6
03
134
0.6
6,4
20
31
1.0
15
,39
2
73
Tota
l4.1
86,1
55
404
2.8
33,0
04
157
3
.55
4,5
00
2
58
N
ET I
NC
OM
E*
*38%
793,0
44
3,7
15
29%
340,4
20
1,6
21
34
%5
23
,48
4
2
,47
7
* M
inor
oper
ated
dep
artm
ents
incl
ude:
laundry
, gift
shop,
busi
nes
s ce
ntr
e, n
ews
stan
d,
sport
s, h
ealth
clu
b,
gar
age,
par
king a
nd s
o f
ort
h
**
Net
Inco
me
is b
efore
dep
reci
atio
n,
inte
rest
pay
men
ts a
nd tax
es
Chain
Aff
ilia
ted
Independent
20
09
-20
10
All I
ndia
Ave
rage
TAB
LE
2-2
: In
dia
n H
ote
l In
du
stry
– C
hai
n A
ffil
iate
d v
s. I
nd
epen
den
t: F
inan
cial
Rep
ort
(20
09-1
0)
Page 33
``
``
`
`
TA
BL
E 2
-3:
Ind
ian
Ho
tel
Ind
ust
ry –
In
ven
tory
: F
inan
cial
Rep
ort
(20
09-1
0)
Le
ss T
han
50
Room
s
50
to 1
50
Room
s
Mor
e Th
an
150
Room
s
2009
-201
0
All I
ndia
Aver
age
Less
Tha
n 50
Room
s
50
to 1
50
Room
s
Mor
e Th
an
150
Room
s
2009
-201
0
All I
ndia
Aver
age
Less
Tha
n 50
Room
s
50
to 1
50
Room
s
Mor
e Th
an
150
Room
s
2009
-201
0
All I
ndia
Aver
age
Num
ber o
f Res
pons
es26
222
143
526
262
221
4352
626
222
143
526
Aver
age
Tota
l Roo
ms
Per H
otel
:32
8524
172
3285
241
7232
8524
172
Aver
age
Occu
pied
Roo
ms
Per H
otel
:6,
561
18,2
0853
,042
15,1
746,
561
18,2
0853
,042
15,1
746,
561
18,2
0853
,042
15,1
74Av
erag
e Oc
cupa
ncy
Per H
otel
:59
.9%
60.6
%63
.3%
59.9
%59
.9%
60.6
%63
.3%
59.9
%59
.9%
60.6
%63
.3%
59.9
%
Aver
age
Rate
Per
Hot
el (
`):
1,94
7
3,
575
6,74
4
4,
149
1,
947
3,57
5
6,
744
4,14
9
1,
947
3,57
5
6,
744
4,14
9
REVE
NUE
Room
s52
.2%
57.5
%56
.9%
56.7
%39
4,39
7
763,
547
1,48
6,14
0
876,
919
1,94
7
3,57
5
6,74
4
4,14
9
Food
& B
ever
age
36.3
28.2
27.3
28.7
274,
249
373,
974
712,
006
443,
367
1,35
4
1,75
1
3,23
1
2,09
8
Banq
uets
& C
onfe
renc
es6.
89.
29.
18.
951
,365
121,
763
237,
365
137,
353
254
570
1,07
7
650
Tele
phon
e &
Othe
r0.
20.
60.
60.
61,
653
7,43
5
16,5
51
8,61
8
8
35
75
41
Min
or O
pera
ted*
1.7
2.0
3.8
2.8
12,7
97
26,4
82
100,
357
43,5
94
63
124
455
206
Rent
al &
Oth
er In
com
e2.
82.
62.
32.
521
,479
33,8
45
59,0
03
37,8
85
106
158
268
179
Tota
l10
0.0
100.
010
0.0
100.
075
5,94
0
1,32
7,04
7
2,61
1,42
2
1,54
7,73
7
3,73
1
6,21
4
11,8
50
7,32
2
DEPA
RTM
ENTA
L EX
PENS
ESRo
oms
26.1
16.7
15.6
17.1
102,
972
127,
487
232,
367
149,
683
508
597
1,05
4
708
Food
& B
ever
age
68.2
57.2
52.3
56.1
221,
905
283,
736
496,
280
325,
793
1,09
5
1,32
9
2,25
2
1,54
1
Tele
phon
e &
Othe
r34
1.1
89.6
71.1
90.2
5,63
9
6,66
5
11,7
60
7,77
6
28
31
53
37
Min
or O
pera
ted*
103.
480
.155
.765
.513
,225
21,2
07
55,9
27
28,5
55
65
99
254
135
Rent
al &
Oth
er In
com
e18
.111
.63.
08.
73,
893
3,93
2
1,74
7
3,28
5
19
18
8
16
Tota
l46
.033
.430
.633
.334
7,63
4
443,
026
798,
081
515,
092
1,71
6
2,07
5
3,62
1
2,43
7
DEPA
RTM
ENTA
L IN
COM
E54
.066
.669
.466
.740
8,30
6
884,
021
1,81
3,34
1
1,03
2,64
5
2,01
5
4,13
9
8,22
8
4,88
5
OPER
ATIN
G EX
PENS
ESAd
min
istra
tive
& Ge
nera
l9.
510
.87.
69.
171
,981
142,
994
197,
861
140,
057
355
670
898
663
Man
agem
ent F
ee2.
52.
33.
52.
617
,410
27,6
38
82,2
42
40,2
43
86
129
373
190
Mar
ketin
g2.
62.
32.
92.
619
,290
31,1
84
75,3
40
39,9
20
95
146
342
189
Fran
chis
e Fe
es0.
30.
60.
50.
52,
569
8,03
7
12,1
99
7,79
5
13
38
55
37
Prop
erty
Ope
ratio
ns &
Mai
nten
ance
6.4
5.9
5.4
5.7
48,4
15
77,9
93
141,
404
88,5
50
239
365
642
419
Ener
gy10
.89.
78.
08.
981
,770
128,
620
209,
342
138,
097
404
602
950
653
Tota
l32
.231
.627
.829
.424
1,43
5
416,
464
718,
389
454,
661
1,19
2
1,95
0
3,26
0
2,15
1
HOUS
E PR
OFIT
21.9
35.0
41.6
37.4
166,
871
467,
557
1,09
4,95
2
577,
985
824
2,18
9
4,96
8
2,73
4
FIXE
D EX
PENS
ESPr
oper
ty T
axes
0.6
0.7
0.9
0.8
4,64
0
8,57
8
23,7
01
11,8
19
23
40
108
56
Insu
ranc
e0.
80.
30.
30.
46,
005
3,72
8
7,82
9
5,35
5
30
17
36
25
Othe
r Fixe
d Ch
arge
s1.
51.
91.
01.
410
,968
24,6
79
26,1
13
21,9
35
54
116
118
104
Rent
1.
31.
01.
01.
09,
764
12,8
76
24,7
12
15,3
92
48
60
112
73
Tota
l4.
13.
83.
23.
531
,377
49,8
60
82,3
54
54,5
00
155
233
374
258
NET
INCO
ME*
*17
.7%
31.3
%38
.4%
33.8
%13
5,49
4
417,
696
1,01
2,59
8
523,
484
669
1,95
6
4,59
5
2,47
7
* M
inor
ope
rate
d de
partm
ents
incl
ude:
laun
dry,
gift
sho
p, b
usin
ess
cent
re, n
ews
stan
d, s
ports
, hea
lth c
lub,
gar
age,
par
king
and
so fo
rth
** N
et In
com
e is
bef
ore
depr
ecia
tion,
inte
rest
pay
men
ts a
nd ta
xes
Perc
enta
ge o
f Rev
enue
Amou
nt p
er A
vaila
ble
Room
(`)
Amou
nt p
er O
ccup
ied
Room
(`)
Page 34
TABLE 2-4: Indian Hotel Industry – Inventory & Chain Affiliation: Market Data
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated IndependentNumber of Responses 439 254 45 155 583
Airline Crew 0.5% 1.9% 7.1% 2.7% 1.0%Business Traveller - Domestic 39.9 35.4 22.5 28.7 39.6Business Traveller - Foreign 7.1 14.0 22.3 16.2 8.8Complimentary Rooms 1.8 2.2 2.0 1.8 2.0Domestic - Tourists / Leisure FIT 22.6 12.6 8.3 19.2 18.1Foreign - Tourists / Leisure FIT 7.1 8.2 9.2 9.1 7.2Meeting Participants (Less than 100 Attendees) 3.0 3.5 4.7 3.1 3.3Meeting Participants (Over 100 Attendees) 5.5 7.6 11.2 6.9 6.5Tour Groups - Domestic 6.7 6.0 4.3 4.5 6.8Tour Groups - Foreign 3.2 6.3 4.5 4.9 4.2Other 2.7 2.4 4.1 2.8 2.7Total 100.0 100.0 100.0 100.0 100.0
Guest Analysis
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 536 324 55 190 719
Domestic Guests 79.6% 69.5% 52.6% 64.8% 76.8%
Foreign Guests 20.4 30.5 47.4 35.2 23.2
Total 100.0 100.0 100.0 100.0 100.0
Total business 58.0% 62.8% 67.9% 60.8% 60.2%
Total leisure 42.0 37.3 32.1 39.2 39.9
Total 100.0 100.0 100.0 100.0 100.0
Avg. Stay of Foreign Guests (Days) 3.1 3.4 4.5 2.4 3.1
Avg. Stay of Domestic Guests (Days) 3.3 2.6 2.3 3.0 3.2
Avg. Stay of Business Guests (Days) 3.4 3.0 2.2 3.6 3.2
Avg. Stay of Leisure Guests (Days) 2.7 2.5 2.8 3.0 2.5
Percentage of Repeat Guests 48.2 43.4 38.3 39.0 47.7
Country of Origin of Guests
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated IndependentNumber of Responses 231 189 36 111 345
ASEAN* 4.4% 5.1% 4.2% 5.1% 4.5% Australia 3.3 3.2 3.0 3.4 3.2 Canada 4.1 3.8 2.3 3.6 3.9
Caribbean 0.6 1.2 1.1 1.0 0.8 China 3.4 4.3 2.9 4.2 3.5 France 6.9 6.2 3.3 5.0 6.7 Germany 5.8 7.2 5.6 6.5 6.3 Japan 4.3 5.1 3.1 5.6 4.2
Middle East 3.9 4.0 3.5 3.3 4.1
Other european 10.8 9.8 10.7 11.4 10.1 Russia 2.4 5.6 5.6 2.8 4.4 SAARC ** 7.5 5.6 3.4 3.4 7.4 South Africa 2.5 2.2 1.7 2.1 2.4 UK 15.4 12.5 18.1 14.5 14.3
USA 12.0 11.9 15.1 13.3 11.8Other 12.8 12.5 16.4 14.9 12.3Total 100.0 100.0 100.0 100.0 100.0* ASEAN: Association of South East Asian Nations
** SAARC: South Asian Association for Regional Co-operation - India, Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives
Market Segmentation
Page 35
TABLE 2-5: Indian Hotel Industry – Inventory and Chain Affiliation: Monthly and Daily Occupancy
Average Monthly Occupancy
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated IndependentNumber of Responses 474 302 53 183 646
January 59.1% 62.5% 68.1% 60.5% 61.0%
February 59.8 65.6 74.3 64.5 62.4
March 56.1 59.0 66.1 58.3 57.7April 56.5 56.1 59.7 55.5 56.9May 59.9 55.4 54.6 54.3 59.0June 57.2 53.8 56.8 53.2 56.7
July 52.7 52.7 55.3 50.5 53.6
August 52.9 53.3 57.9 52.0 53.8September 53.6 54.2 63.2 54.2 54.5October 60.2 59.7 64.2 59.5 60.5November 63.3 66.5 74.8 65.9 65.0December 66.7 67.3 67.9 64.6 67.7
Average Daily Occupancy
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 435 283 51 154 615
Monday 54.2% 57.3% 61.3% 56.6% 55.6%
Tuesday 55.6 59.9 64.4 59.1 57.4
Wednesday 57.1 62.0 65.8 60.9 59.1
Thursday 58.0 61.7 65.0 59.1 60.0
Friday 60.2 63.5 58.4 56.6 62.5
Saturday 57.1 56.1 56.1 52.5 57.7
Sunday 47.9 51.2 55.4 50.5 49.4
TABLE 2-6: Indian Hotel Industry – Inventory and Chain Affiliation: Sources of Reservation
Sources of Advance Reservations
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated IndependentNumber of Responses 475 296 49 165 655
Chain CRS (Central Reservation System) 1.6% 4.2% 6.5% 6.8% 1.8%Direct Enquiry / Hotel Representative 56.8 50.6 46.5 46.3 55.9Global Distribution System (GDS) 0.7 2.2 8.0 4.0 1.1Hotel / Chain Website 7.3 5.6 6.1 7.1 6.5Travel Agent & Tour Operator 18.6 21.8 16.4 17.8 20.1Other Online Reservation Systems 2.6 4.3 5.5 7.3 2.4Other Websites 4.9 5.1 4.0 4.8 4.9Other 7.6 6.3 7.0 5.9 7.4Total 100.0 100.0 100.0 100.0 100.0
Page 36
TABLE 2-7: Indian Hotel Industry – Inventory and Chain Affiliation: Marketing Media
Marketing Media - Percentage of Hotels Using Each Media
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 486 314 54 172 682
Consumer Generated Media (CGM) 8.9% 11.5% 16.7% 14.5% 9.2%Direct Mail 75.3 81.5 88.9 81.4 77.7
Hotel Web site 78.0 87.9 94.4 93.0 80.1
Loyalty Card Program 21.8 40.8 77.8 57.6 26.0
Merchandising 15.2 26.4 40.7 32.6 18.0
Other Internet Site 56.6 66.2 72.2 70.9 58.7
Outdoor Advertising 55.8 65.6 63.0 71.5 56.9
Pay Per Click 7.8 10.2 27.8 15.1 8.7Print Advertising 82.7 89.5 92.6 94.2 83.7
Promotions 56.2 70.1 85.2 81.4 58.5
Radio Advertising 12.4 25.2 42.6 29.7 16.3
Telemarketing 39.3 56.7 57.4 59.9 43.6
TV Advertising 21.6 29.6 31.5 29.7 24.1
Viral Marketing 6.0 8.9 16.7 11.1 6.9
TABLE 2-8: Indian Hotel Industry – Inventory and Chain Affiliation: Payment Methods
Payment Methods Used
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 443 279 48 143 627
Cash Sales 51.9% 34.0% 17.0% 24.6% 47.5%
Credit Card Sales 28.1 34.5 43.6 39.0 29.7 Credit Sales (Other Than Cards) 15.1 26.5 35.8 31.8 18.0 Electronic Fund Transfer 4.8 5.0 3.6 4.7 4.8 Total 100.0 100.0 100.0 100.0 100.0
Credit Cards Used
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 355 256 49 137 523
American Express 6.1% 12.5% 27.9% 18.2% 8.1%
Diners club 2.4
3.3
2.8
3.6 2.6
Mastercard/Eurocard 40.4
35.3
29.6
34.2 38.5
Visa 46.3
44.3
35.5
40.9 45.7
Other 4.9
4.6
4.3
3.2 5.1
Total 100.0
100.0
100.0
100.0
100.0
Average Credit Card Commission
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 277 220 44 127 414
American Express 2.2 3.0 3.0 3.2 2.5
Diners club 0.6 0.9 1.4 1.2 0.7
Mastercard/Eurocard 2.5 1.5 1.3 1.4 2.2
Visa 2.5 1.5 1.2 1.4 2.2
Other 0.2 0.3 0.2 0.2 0.3
Page 37
TABLE 2-9: Indian Hotel Industry – Inventory and Chain Affiliation: Technology
Technology in Hotels - Percentage of Hotels Using Each Technology
COMPOSITION
Less Than
50 Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 475 308 56 184 655
Accounting System 89.9% 95.8% 92.9% 86.4% 93.9%
Call Accounting System 46.7 68.2 73.2 64.1 54.2
Central Reservation System (CRS) 19.4 38.3 51.8 66.3 17.9
Electronic Keycard 19.4 51.0 82.1 60.9 27.9
Energy Management System 15.6 32.8 44.6 38.6 19.7
Internet / E-Mail 86.5 95.8 96.4 96.7 88.9
Internet / Website 76.2 90.3 91.1 92.4 79.5
Intranet System 34.1 54.6 64.3 58.7 39.4
Local Area Network (LAN) 62.5 83.4 94.6 82.6 69.5
Management Information System 40.2 72.1 76.8 70.7 49.8
Point of Sale System for Food and Beverage 53.9 83.4 96.4 83.7 63.1
Property Management System 29.7 60.1 85.7 67.4 38.2
Yield Management System 11.8 29.2 44.6 37.5 15.6
Other 8.0 14.6 28.6 15.2 10.8
Page 38
3. Indian Hotel Industry – Seven Major Cities
Introduction
In this section, we present the operating profiles and financial data for different categories of hotels in seven major cities: Bengaluru, Chennai, Goa, Kolkata, Mumbai, New Delhi-NCR and Pune. This section will provide the reader an understanding of hotel performance in these cities.
Trends
The key trends noted in the 2009-10 survey across the seven major participating cities are presented below.
●Customer Segmentation: With the exception of Goa, a significant portion of demand (more than 65%) for all the major cities is derived from the commercial segment. While observing the foreign and domestic classification, we observe that New Delhi-NCR, Mumbai, and Goa receive the maximum number of foreign guests, especially in the Five-Star Deluxe, Five-Star and Four-Star categories. Out of the seven major cities, Kolkata receives the minimum amount of foreign guests.
●Operating Expenses: The PAR (per available room) energy costs and property operations and maintenance costs, are observed to be the highest in Mumbai. New-Delhi and Bengaluru also show high operational costs. The POR departmental expenses, such as rooms expenses and food and beverage expenses are also higher in these cities as compared to the other cities.
●Country of Origin: While USA and the UK continue to remain the primary feeder markets for the country, an interesting trend is the rise of leisure travel from Russia in Goa, forming more than 25% of the international demand for the city. This year also saw increased visitations from the SAARC countries. Hotels in Chennai and Kolkata (especially in the mid market segment) saw increased travel from the SAARC nations, given the proximity of Chennai to Sri Lanka and Maldives, and Kolkata's proximity to Bangladesh.
●Seasonality: All the major cities with the exception of Goa continue to be weekday destinations, recording lowest occupancies on Fridays, Saturdays, and Sundays. Goa, being a leisure destination, witnesses lowest occupancies on Mondays and Tuesdays. The months of November, December, January and February continue to be the peak season for hotels across the seven major cities.
Page 39
TA
BL
E 3
-1:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: F
acil
itie
s an
d G
ues
t A
nal
ysi
s
Typic
al R
oom
Pro
file
of
an A
vera
ge H
ote
l
CO
MP
OS
ITIO
N
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Tw
o-S
tar
& O
ne-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Num
ber
of
Responses
11
34
82
31
31
87
21
15
72
52
12
16
93
2
Air-C
onditio
ned
Sin
gle
26.8
8.3
6.3
6.2
8.9
4.9
0.7
2.5
103.7
11.3
5.2
14.7
6.3
18.0
7.5
Double
132.6
39.7
149.5
52.1
157.9
62.8
158.9
25.1
122.8
44.1
23.3
123.3
52.1
69.3
29.8
Suites
13.1
5.6
10.9
12.9
12.9
3.4
13.4
3.1
12.8
6.5
3.0
20.0
2.9
12.7
2.5
Non-A
ir-C
onditio
ned
Sin
gle
0.0
1.2
0.0
1.0
0.0
0.0
0.0
0.6
0.0
0.0
0.2
0.0
0.9
0.0
1.0
Double
0.0
8.2
0.0
1.4
0.0
0.0
0.0
2.1
0.0
0.4
1.1
0.0
0.9
0.0
5.8
Suites
0.0
0.2
0.0
0.0
0.0
0.0
0.0
0.4
0.0
0.1
0.0
0.0
0.0
0.0
0.9
Tota
l A
vera
ge R
oom
s1
72
.66
3.2
16
6.6
73
.61
79
.67
1.2
17
3.0
33
.82
39
.36
2.3
32
.81
58
.06
3.1
10
0.0
47
.5
Avera
ge N
um
ber
of
Food &
Bevera
ge O
utl
ets
Per
Hote
l
CO
MP
OS
ITIO
N
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Tw
o-S
tar
& O
ne-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Num
ber
of
Responses
11
30
82
01
31
67
17
14
69
33
12
13
92
3
Resta
ura
nt
2.8
1.9
2.9
1.7
4.0
1.9
3.1
1.5
3.6
1.4
1.1
2.6
1.2
2.6
1.2
Bars
0.9
1.0
1.3
0.9
2.1
1.4
1.4
0.8
1.3
0.8
0.6
1.2
0.6
1.0
0.6
Oth
ers
0.2
0.9
0.4
1.4
0.9
0.3
0.7
0.9
0.9
1.0
0.6
1.3
0.5
1.0
0.5
Tota
l3
.93
.74
.54
.06
.93
.65
.33
.25
.73
.22
.25
.12
.34
.62
.3
Guest
Analy
sis
CO
MP
OS
ITIO
N
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Tw
o-S
tar
& O
ne-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-
Sta
r &
Tw
o-S
tar
Num
ber
of
Responses
10
25
81
91
31
47
19
13
60
44
10
13
82
7
Dom
estic G
uests
35.6
%75.4
%54.1
%72.4
%58.3
%58.0
%62.8
%79.8
%51.6
%70.5
%77.3
%33.2
%67.3
%52.3
%76.2
%Fore
ign G
uests
64.4
24.6
45.9
27.6
41.7
42.0
37.3
20.2
48.4
29.5
22.7
66.8
32.7
47.8
23.8
Tota
l1
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.0
Tota
l B
usin
ess
88.3
%69.0
%83.7
%76.3
%30.0
%36.1
%80.3
%82.0
%71.6
%71.4
%71.8
%60.2
%77.3
%93.7
%75.2
%Tota
l Leis
ure
11.7
31.0
16.3
23.7
70.0
63.9
19.7
18.0
28.4
28.6
28.2
39.8
22.8
6.3
24.8
Tota
l1
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.0
Avg.
Sta
y o
f Fore
ign G
uests
(D
ays)
3.1
3.7
4.7
2.9
7.6
9.1
2.6
3.1
2.7
3.2
2.7
2.8
3.1
4.9
5.8
Avg.
Sta
y o
f D
om
estic G
uests
(D
ays)
1.9
4.6
2.4
2.8
2.8
3.3
2.1
3.8
2.0
3.5
3.2
2.2
1.8
3.0
3.4
Avg.
Sta
y o
f B
usin
ess G
uests
(D
ays)
2.6
5.4
3.3
3.3
2.2
2.3
2.2
7.1
2.2
3.3
3.6
4.2
2.8
3.3
3.5
Avg.
Sta
y o
f Leis
ure
Guests
(D
ays)
1.8
5.2
1.6
2.4
5.0
4.6
2.4
2.8
2.0
2.4
3.8
2.6
1.8
2.1
3.2
Perc
enta
ge o
f R
epeat G
uests
39.3
41.2
55.0
35.6
21.1
45.1
28.0
51.0
45.1
38.3
53.1
37.4
47.3
34.0
56.9
Pune
Bengalu
ruC
hennai
Goa
Kolk
ata
Mum
bai
New
Delh
i-N
CR
Pune
Bengalu
ruC
hennai
Goa
Kolk
ata
Mum
bai
New
Delh
i-N
CR
Pune
Bengalu
ruC
hennai
Goa
Kolk
ata
Mum
bai
New
Delh
i-N
CR
Page 40
Aver
age
Num
ber o
f Tot
al E
mpl
oyee
s Per
Hot
el (P
erm
anen
t / C
ontra
ct /
Full
Tim
e / P
art T
ime)
COM
POSI
TION
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& Fo
ur-
Star
Thre
e-St
ar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& Fo
ur-
Star
Thre
e-St
ar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& Th
ree-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& Fo
ur-
Star
Thre
e-St
ar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& Th
ree-
Star
Two-
Star
&
One-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& Fo
ur-
Star
Thr
ee-S
tar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& Fo
ur-
Star
Thre
e-St
ar
& Tw
o-St
ar
Num
ber o
f Res
pons
es11
277
2111
176
1814
6752
1013
929
Man
ager
sM
ale39
.66.
934
.111
.043
.07.
536
.53.
655
.86.
82.
247
.93.
221
.93.
5Fe
male
12.6
1.0
7.1
1.2
11.3
1.7
10.3
0.9
14.7
1.2
0.4
11.8
1.0
4.1
0.6
Supe
rviso
rsM
ale38
.510
.437
.015
.937
.210
.936
.06.
750
.611
.42.
956
.36.
525
.45.
2Fe
male
5.1
1.6
5.7
1.6
7.1
7.8
6.3
1.1
7.6
2.6
0.5
10.6
1.5
3.8
1.0
Staff
Male
215.
861
.719
7.9
100.
524
6.1
64.6
138.
538
.727
3.9
68.9
23.0
192.
840
.512
2.4
27.9
Fem
ale18
.04.
320
.910
.135
.010
.520
.81.
935
.55.
53.
622
.22.
910
.42.
6To
tal
329.
685
.830
2.7
140.
337
9.6
102.
924
8.5
52.8
438.
196
.432
.634
1.6
55.6
188.
140
.8
Aver
age N
umbe
r of E
mplo
yees
per
Roo
m2.
01.
71.
92.
02.
11.
41.
61.
71.
91.
71.
12.
21.
31.
90.
9
Aver
age
Perc
enta
ge o
f Tra
ined
Em
ploy
ees P
er H
otel
COM
POSI
TION
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& Fo
ur-
Star
Thre
e-St
ar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& Fo
ur-
Star
Thre
e-St
ar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& Th
ree-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& Fo
ur-
Star
Thre
e-St
ar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& Th
ree-
Star
Two-
Star
&
One-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& Fo
ur-
Star
Thr
ee-S
tar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& Fo
ur-
Star
Thre
e-St
ar
& Tw
o-St
ar
Num
ber o
f Res
pons
es8
136
1410
116
1010
4120
1010
817
Man
ager
s89
.7%
96.2
%99
.6%
88.8
%96
.4%
87.2
%72
.8%
85.2
%77
.0%
87.4
%88
.4%
82.8
%97
.5%
85.2
%91
.8%
Supe
rviso
rs74
.988
.596
.189
.577
.579
.169
.679
.872
.477
.768
.883
.995
.083
.386
.8
Staff
49.3
73.0
84.1
77.4
81.4
61.0
60.9
58.4
55.8
56.9
52.2
76.0
61.0
75.0
70.9
Total
Avg
. Tra
ined
Emplo
yees
*71
.385
.993
.385
.285
.175
.867
.874
.468
.474
.069
.880
.984
.581
.283
.2To
tal A
vg. U
n-Tr
ained
Em
ploye
es28
.714
.16.
714
.814
.924
.332
.225
.631
.626
.030
.219
.115
.518
.916
.9
* Tr
ained
Em
ploye
es in
clude
s tho
se w
ith a
mini
mum
one
-yea
r cer
tifica
te co
urse
from
a ho
tel m
anag
emen
t or e
quiva
lent in
stitut
ion; h
owev
er, s
ome h
otels
may
have
inclu
ded
those
with
shor
t ter
m (i
n-ho
use)
train
ing
Goa
Kolka
taM
umba
iNe
w De
lhi-N
CRPu
ne
Beng
alur
uCh
enna
iGo
aKo
lkata
Mum
bai
New
Delh
i-NCR
Pune
Beng
alur
uCh
enna
i
TA
BL
E 3
-2:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: S
taff
ing
Page 41
TA
BL
E 3
-3:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: F
inan
cial
Rep
ort
– P
erce
nta
ge
of
Rev
enu
e (2
009-
10)
COM
POSI
TIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Del
uxe,
Five
- St
ar
& F
our
-
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
& O
ne-
Star
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thr
ee-
Star
&
Two-
Star
Five
-Sta
r
Del
uxe,
Five
- St
ar
& F
our
-
Star
Thre
e-
Star
&
Two-
Star
Num
ber
of R
espo
nses
812
610
1011
58
1338
278
56
18
Aver
age
Tota
l Roo
ms
Per
Hot
el:
173
7615
710
117
483
180
4025
359
3219
855
9453
Aver
age
Occ
upie
d R
oom
s Pe
r H
otel
:40
,941
10,7
9435
,902
24,2
4841
,412
18,6
4042
,942
9,25
955
,053
13,1
648,
256
41,5
2713
,488
15,4
538,
974
Aver
age
Occ
upan
cy P
er H
otel
:65
.7%
41.4
%62
.9%
65.8
%71
.1%
61.0
%66
.3%
62.7
%62
.8%
66.3
%71
.0%
63.8
%64
.4%
50.3
%53
.4%
Aver
age
Rat
e Pe
r H
otel
(`
):8,
616
3,46
4
5,
499
3,15
9
5,
874
2,74
7
6,
329
2,67
6
8,
351
4,15
3
1,
822
8,43
2
2,
302
5,39
8
3,
430
REV
ENU
ER
oom
s60
.1%
54.2
%52
.4%
50.8
%62
.5%
69.3
%49
.6%
61.5
%57
.9%
65.8
%74
.4%
59.8
%80
.5%
63.2
%73
.7%
Food
& B
ever
age
25.0
34.4
30.9
37.1
28.1
23.5
25.5
31.3
28.7
23.4
22.9
26.1
5.8
27.9
17.0
Banq
uets
& C
onfe
renc
es9.
08.
013
.08.
82.
01.
119
.55.
57.
15.
80.
35.
911
.46.
14.
8Te
leph
one
& O
ther
1.2
0.3
0.6
0.4
0.6
0.2
0.5
0.5
0.4
1.3
0.4
0.7
0.3
0.3
1.3
Min
or O
pera
ted*
3.9
1.1
1.0
1.4
4.3
2.3
1.6
0.8
4.6
1.1
0.3
4.6
0.3
1.0
2.2
Ren
tal &
Oth
er In
com
e0.
91.
91.
91.
52.
53.
53.
20.
41.
32.
61.
62.
91.
61.
51.
1To
tal
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0D
EPAR
TMEN
TAL
EXPE
NSE
SR
oom
s12
.320
.420
.317
.220
.020
.119
.215
.912
.716
.518
.018
.217
.619
.014
.2Fo
od &
Bev
erag
e46
.965
.556
.851
.560
.776
.047
.666
.149
.072
.110
0.6
67.9
66.8
65.3
60.5
Tele
phon
e &
Oth
er61
.017
2.3
97.2
171.
331
.839
0.5
88.2
105.
271
.351
.019
9.9
86.7
245.
513
0.9
56.5
Min
or O
pera
ted*
40.9
176.
410
6.0
92.4
60.0
36.8
99.9
107.
532
.422
2.0
429.
065
.218
.377
.397
.4R
enta
l & O
ther
Inco
me
4.9
7.8
0.9
15.3
1.1
10.0
1.2
1.6
0.4
6.6
55.6
0.8
6.4
12.9
37.1
Tota
l25
.741
.637
.334
.633
.634
.633
.135
.526
.735
.239
.936
.226
.635
.626
.9D
EPAR
TMEN
TAL
INCO
ME
74.3
58.5
62.7
65.4
66.4
65.4
66.9
64.5
73.3
64.8
60.2
63.8
73.4
64.4
73.1
OPE
RAT
ING
EXP
ENSE
SAd
min
istra
tive
& G
ener
al9.
07.
98.
49.
412
.811
.39.
113
.87.
610
.113
.36.
212
.312
.813
.0M
anag
emen
t Fee
2.1
1.8
3.4
1.9
0.6
0.5
2.5
1.5
4.1
2.3
1.0
1.5
0.3
4.5
2.0
Mar
ketin
g3.
03.
01.
22.
33.
03.
03.
21.
12.
92.
83.
43.
22.
53.
62.
0Fr
anch
ise
Fees
0.2
1.3
0.0
0.6
1.1
1.1
0.0
0.0
0.8
1.0
0.1
0.4
0.2
0.0
0.1
Prop
erty
Ope
ratio
ns &
Mai
nten
ance
4.8
2.9
3.3
6.5
7.9
6.0
5.1
3.5
3.8
6.2
4.8
10.9
3.5
6.2
4.4
Ener
gy6.
39.
28.
39.
98.
16.
67.
36.
79.
013
.012
.07.
413
.110
.710
.3To
tal
25.4
26.0
24.6
30.5
33.4
28.5
27.2
26.5
28.2
35.4
34.6
29.6
31.9
37.9
31.8
HO
USE
PR
OFI
T49
.032
.538
.134
.933
.037
.039
.837
.945
.129
.425
.534
.241
.526
.541
.3FI
XED
EXP
ENSE
SPr
oper
ty T
axes
1.4
1.5
0.4
0.5
0.2
0.2
0.8
1.0
1.3
1.1
0.7
0.5
2.9
0.5
0.5
Insu
ranc
e0.
40.
30.
30.
20.
50.
30.
30.
20.
20.
40.
40.
20.
90.
10.
4O
ther
Fix
ed C
harg
es2.
91.
50.
90.
40.
90.
30.
51.
61.
20.
70.
40.
12.
96.
50.
9R
ent
4.3
0.6
0.4
0.1
0.5
0.2
1.5
0.3
0.2
0.6
0.4
1.1
2.2
1.3
4.9
Tota
l8.
94.
01.
91.
12.
10.
93.
13.
02.
92.
71.
91.
98.
98.
56.
7N
ET IN
COM
E**
40.0
%28
.5%
36.2
%33
.8%
30.9
%36
.1%
36.7
%34
.9%
42.2
%26
.7%
23.6
%32
.3%
32.6
%18
.1%
34.7
%
* M
inor
ope
rate
d de
partm
ents
incl
ude:
laun
dry,
gift
sho
p, b
usin
ess
cent
re, n
ews
stan
d, s
ports
, hea
lth c
lub,
gar
age,
par
king
and
so
forth
** N
et In
com
e is
bef
ore
depr
ecia
tion,
inte
rest
pay
men
ts a
nd ta
xes
Pune
New
Del
hi-N
CRBe
ngal
uru
Chen
nai
Goa
Kolk
ata
Mum
bai
Page 42
TA
BL
E 3
-4:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: F
inan
cial
Rep
ort
– A
mo
un
t P
er A
vai
lab
le R
oo
m (
2009
-10)
COM
POSI
TION
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r,
Thre
e-St
ar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe,
Five
-Sta
r &
Four
-Sta
r
Thre
e-St
ar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& Th
ree-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r &
Four
-Sta
r
Thr
ee-S
tar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& Th
ree-
Star
Two-
Star
&
One-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r &
Four
-Sta
r
Thr
ee-S
tar
& Tw
o-St
ar
Five
-Sta
r
Delu
xe,
Five
-Sta
r &
Four
-Sta
r
Thre
e-St
ar
& Tw
o-St
ar
Num
ber o
f Res
pons
es8
96
1010
115
813
3827
85
618
Aver
age
Tota
l Roo
ms
Per H
otel
:17
376
157
101
174
8318
040
253
5932
198
5594
53Av
erag
e Oc
cupi
ed R
oom
s Pe
r Hot
el:
40,9
4110
,794
35,9
0224
,248
41,4
1218
,640
42,9
429,
259
55,0
5313
,164
8,25
641
,527
13,4
8815
,453
8,97
4Av
erag
e Oc
cupa
ncy
Per H
otel
:65
.7%
41.4
%62
.9%
65.8
%71
.1%
61.0
%66
.3%
62.7
%62
.8%
66.3
%71
.0%
63.8
%64
.4%
50.3
%53
.4%
Aver
age
Rate
Per
Hot
el (
`):
8,61
6
3,46
4
5,49
9
3,15
9
5,87
4
2,74
7
6,32
9
2,67
6
8,35
1
4,15
3
1,82
2
8,43
2
2,30
2
5,39
8
3,43
0
REVE
NUE
( `)
Room
s2,
044,
965
49
5,20
6
1,
258,
867
76
0,73
8
1,
399,
689
61
5,51
6
1,
509,
951
62
1,22
3
1,
818,
165
92
4,01
9
46
6,11
1
1,
768,
555
56
0,35
4
88
4,35
0
58
4,38
8
Food
& B
ever
age
849,
514
314,
699
742,
786
556,
364
630,
107
208,
554
774,
573
316,
510
901,
669
329,
044
143,
156
770,
670
40,6
79
39
0,22
8
13
4,79
8
Banq
uets
& C
onfe
renc
es30
6,19
4
73
,043
312,
445
131,
887
45,6
53
10
,119
594,
661
55,3
40
22
2,10
0
81
,666
2,21
0
175,
496
79,6
17
84
,991
37,8
56
Telep
hone
& O
ther
40,0
52
3,
103
15
,654
6,53
2
12,3
09
1,
712
16
,288
4,90
8
12,7
12
18
,804
2,73
2
19,7
03
2,
072
4,
366
10
,175
Mino
r Ope
rate
d*13
1,35
9
10
,110
24,1
39
20
,490
97,4
27
20
,425
48,4
40
8,
366
14
5,29
5
15
,225
1,91
8
134,
510
1,97
8
14,5
46
17
,422
Rent
al &
Othe
r Inc
ome
29,7
57
17
,715
46,6
46
22
,493
56,1
74
31
,326
97,6
38
3,
727
40
,033
35,9
92
10
,203
86,2
85
11
,227
21,4
47
8,
431
Tota
l3,
401,
841
91
3,87
7
2,
400,
537
1,
498,
505
2,
241,
359
88
7,65
2
3,
041,
551
1,
010,
073
3,
139,
974
1,
404,
750
62
6,33
0
2,
955,
220
69
5,92
8
1,
399,
928
79
3,07
0
DEPA
RTM
ENTA
L EX
PENS
ES (
`)Ro
oms
251,
199
101,
158
255,
228
130,
533
280,
521
123,
460
289,
520
98,8
28
23
1,03
8
15
2,56
7
84
,109
321,
565
98,5
45
16
7,97
1
82
,942
Food
& B
ever
age
542,
285
254,
074
598,
953
354,
407
410,
420
166,
164
652,
288
245,
833
550,
315
295,
991
146,
171
642,
821
80,3
75
31
0,33
6
10
4,45
9
Telep
hone
& O
ther
24,4
23
5,
347
15
,210
11,1
88
3,
911
6,
688
14
,361
5,16
3
9,05
8
9,59
7
5,46
2
17,0
73
5,
087
5,
717
5,
753
Mino
r Ope
rate
d*53
,709
17,8
39
25
,574
18,9
29
58
,467
7,52
2
48,4
10
8,
990
47
,057
33,8
03
8,
228
87
,683
361
11,2
44
16
,978
Rent
al &
Othe
r Inc
ome
1,44
9
1,38
0
425
3,43
0
609
3,12
3
1,17
7
58
146
2,36
0
5,67
2
726
722
2,77
2
3,13
1
Tota
l87
3,06
6
379,
797
895,
389
518,
487
753,
928
306,
956
1,00
5,75
6
358,
872
837,
614
494,
318
249,
642
1,06
9,86
7
185,
090
498,
040
213,
263
DEPA
RTM
ENTA
L IN
COM
E ( `
)2,
528,
775
534,
080
1,50
5,14
7
980,
018
1,48
7,43
1
580,
696
2,03
5,79
6
651,
202
2,30
2,36
0
910,
432
376,
688
1,88
5,35
2
510,
838
901,
888
579,
807
OPER
ATIN
G EX
PENS
ES (
`)Ad
mini
stra
tive
& Ge
nera
l30
6,03
2
71,7
95
201,
833
141,
154
287,
369
100,
096
276,
787
139,
423
238,
004
142,
087
83,5
68
183,
912
85,6
28
179,
623
102,
781
Man
agem
ent F
ee69
,574
16,0
11
82,3
83
29,0
34
12,3
92
4,36
3
76,3
34
15,1
05
129,
980
32,8
73
6,21
3
44,8
49
1,98
6
63,4
23
15,8
16
Mar
ketin
g10
0,56
2
27,6
41
27,7
85
33,6
44
66,5
10
26,7
46
96,1
80
10,8
63
89,8
62
39,5
49
21,0
87
94,6
23
17,4
51
50,7
27
15,6
43
Fran
chise
Fee
s7,
661
11,9
76
-
9,29
7
24,2
06
9,96
2
333
-
26,3
39
13,4
72
653
10,5
02
1,44
4
-
888
Prop
erty
Ope
ratio
ns &
Main
tena
nce
163,
993
26,5
00
79,4
09
96,8
13
177,
029
53,1
19
153,
963
34,9
83
117,
985
87,2
42
30,1
48
323,
134
24,4
12
87,0
66
34,9
23
Ener
gy21
3,86
9
83,6
96
198,
030
147,
557
181,
371
58,3
05
222,
892
67,7
22
283,
470
182,
221
75,2
87
217,
573
90,9
06
149,
295
81,9
92
Tota
l86
1,69
1
237,
617
589,
440
457,
498
748,
878
252,
592
826,
490
268,
096
885,
640
497,
443
216,
955
874,
592
221,
827
530,
134
252,
042
HOUS
E PR
OFIT
( `)
1,66
7,08
5
296,
462
915,
708
522,
520
738,
553
328,
104
1,20
9,30
6
383,
106
1,41
6,72
0
412,
989
159,
733
1,01
0,76
0
289,
011
371,
754
327,
765
FIXE
D EX
PENS
ES( `
)
Prop
erty
Tax
es45
,921
13,9
47
10,1
54
7,66
7
5,25
2
1,59
8
23,0
71
9,70
7
39,7
94
14,7
29
4,26
3
14,8
72
20,2
49
7,40
3
3,82
5
Insu
ranc
e12
,988
2,62
5
6,10
7
2,58
0
10,5
61
2,22
2
10,3
18
1,63
6
7,13
4
5,09
8
2,32
0
5,74
9
6,36
5
1,93
3
3,17
2
Othe
r Fixe
d Ch
arge
s98
,691
13,9
76
21,9
80
5,26
3
20,0
01
2,51
4
14,9
19
15,9
07
37,7
14
9,79
3
2,75
7
4,16
7
20,0
36
91,1
07
7,33
4
Rent
14
6,43
8
5,72
7
8,47
1
757
11,4
16
1,31
1
44,4
73
3,33
5
6,54
3
8,87
0
2,58
5
31,3
13
15,3
07
17,8
33
38,5
67
Tota
l30
4,03
8
36,2
76
46,7
13
16,2
67
47,2
30
7,64
5
92,7
81
30,5
86
91,1
85
38,4
90
11,9
26
56,1
01
61,9
57
118,
276
52,8
98
NET
INCO
ME(
`)**
1,36
3,04
6
260,
187
868,
995
506,
253
691,
323
320,
459
1,11
6,52
5
352,
520
1,32
5,53
6
374,
499
147,
806
954,
659
227,
054
253,
478
274,
867
* M
inor o
pera
ted
depa
rtmen
ts in
clude
: lau
ndry
, gift
sho
p, b
usine
ss c
entre
, new
s st
and,
spo
rts, h
ealth
club
, gar
age,
par
king
and
so fo
rth
** N
et In
com
e is
befo
re d
epre
ciatio
n, in
tere
st p
aym
ents
and
taxe
s
Pune
New
Delh
i-NCR
Chen
nai
Goa
Kolk
ata
Mum
bai
Page 43
TA
BL
E 3
-5:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: F
inan
cial
Rep
ort
– A
mo
un
t P
er O
ccu
pie
d R
oo
m (
2009
-10)
COM
POSI
TION
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r,
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
& O
ne-
Star
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thr
ee-
Star
&
Two-
Star
Five
-Sta
r
Del
uxe,
Five
- Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Num
ber
of R
espo
nses
89
610
1011
58
1338
278
56
18
Aver
age
Tota
l Roo
ms
Per
Hot
el:
173
7615
710
117
483
180
4025
359
3219
855
9453
Aver
age
Occu
pied
Roo
ms
Per
Hot
el:
40,9
4110
,794
35,9
0224
,248
41,4
1218
,640
42,9
429,
259
55,0
5313
,164
8,25
641
,527
13,4
8815
,453
8,97
4Av
erag
e Oc
cupa
ncy
Per
Hot
el:
65.7
%41
.4%
62.9
%65
.8%
71.1
%61
.0%
66.3
%62
.7%
62.8
%66
.3%
71.0
%63
.8%
64.4
%50
.3%
53.4
%
Aver
age
Rate
Per
Hot
el (
`):
8,61
6
3,
464
5,49
9
3,
159
5,87
4
2,
747
6,32
9
2,
676
8,35
1
4,
153
1,82
2
8,
432
2,30
2
5,
398
3,43
0
REVE
NU
E ( `
)Ro
oms
8,61
6
3,46
4
5,49
9
3,15
9
5,87
4
2,74
7
6,32
9
2,67
6
8,35
1
4,15
3
1,82
2
8,43
2
2,30
2
5,39
8
3,43
0
Food
& B
ever
age
3,57
9
2,20
1
3,24
5
2,31
1
2,64
4
931
3,24
7
1,36
3
4,14
1
1,47
9
560
3,67
5
167
2,38
2
791
Banq
uets
& C
onfe
renc
es1,
290
511
1,36
5
548
192
45
2,49
3
238
1,02
0
367
9
837
327
519
222
Tele
phon
e &
Oth
er16
9
22
68
27
52
8
68
21
58
85
11
94
9
27
60
Min
or O
pera
ted*
553
71
105
85
409
91
203
36
667
68
8
641
8
89
102
Rent
al &
Oth
er In
com
e12
5
124
204
93
236
140
409
16
184
162
40
411
46
131
49
Tota
l14
,333
6,39
2
10,4
86
6,22
3
9,40
7
3,96
1
12,7
49
4,35
1
14,4
22
6,31
4
2,44
8
14,0
90
2,85
9
8,54
5
4,65
4
DEP
ARTM
ENTA
L EX
PEN
SES
(`
)Ro
oms
1,05
8
708
1,11
5
542
1,17
7
551
1,21
4
426
1,06
1
686
329
1,53
3
405
1,02
5
487
Food
& B
ever
age
2,28
5
1,77
7
2,61
6
1,47
2
1,72
2
742
2,73
4
1,05
9
2,52
8
1,33
0
571
3,06
5
330
1,89
4
613
Tele
phon
e &
Oth
er10
3
37
66
46
16
30
60
22
42
43
21
81
21
35
34
Min
or O
pera
ted*
226
125
112
79
245
34
203
39
216
152
32
418
1
69
100
Rent
al &
Oth
er In
com
e6
10
2
14
3
14
5
0
1
11
22
3
3
17
18
Tota
l3,
679
2,65
7
3,91
1
2,15
3
3,16
4
1,37
0
4,21
6
1,54
6
3,84
7
2,22
2
976
5,10
1
760
3,04
0
1,25
2
DEP
ARTM
ENTA
L IN
COM
E ( `
)10
,655
3,73
6
6,57
5
4,07
0
6,24
2
2,59
1
8,53
3
2,80
5
10,5
74
4,09
2
1,47
2
8,98
9
2,09
8
5,50
5
3,40
3
OPER
ATIN
G E
XPEN
SES
( `)
Adm
inis
trativ
e &
Gen
eral
1,28
9
502
882
586
1,20
6
447
1,16
0
601
1,09
3
639
327
877
352
1,09
6
603
Man
agem
ent F
ee29
3
112
360
121
52
19
320
65
597
148
24
214
8
387
93
Mar
ketin
g42
4
193
121
140
279
119
403
47
413
178
82
451
72
310
92
Fran
chis
e Fe
es32
84
-
39
102
44
1
-
121
61
3
50
6
-
5
Prop
erty
Ope
ratio
ns &
Mai
nten
ance
691
185
347
402
743
237
645
151
542
392
118
1,54
1
100
531
205
Ener
gy90
1
585
865
613
761
260
934
292
1,30
2
819
294
1,03
7
373
911
481
Tota
l3,
631
1,66
2
2,57
5
1,90
0
3,14
3
1,12
7
3,46
4
1,15
5
4,06
8
2,23
6
848
4,17
0
911
3,23
6
1,47
9
HOU
SE P
ROFI
T ( `
)7,
024
2,07
4
4,00
0
2,17
0
3,10
0
1,46
4
5,06
9
1,65
0
6,50
7
1,85
6
624
4,81
9
1,18
7
2,26
9
1,92
4
FIXE
D E
XPEN
SES(
`)
Prop
erty
Tax
es19
3
98
44
32
22
7
97
42
183
66
17
71
83
45
22
Insu
ranc
e55
18
27
11
44
10
43
7
33
23
9
27
26
12
19
Othe
r Fix
ed C
harg
es41
6
98
96
22
84
11
63
69
173
44
11
20
82
556
43
Rent
61
7
40
37
3
48
6
186
14
30
40
10
149
63
109
226
Tota
l1,
281
254
204
68
198
34
389
132
419
173
47
267
254
722
310
NET
INCO
ME(
`)*
*5,
743
1,82
0
3,79
6
2,10
2
2,90
1
1,43
0
4,68
0
1,51
8
6,08
8
1,68
3
578
4,55
2
933
1,54
7
1,61
3
* M
inor
ope
rate
d de
partm
ents
incl
ude:
laun
dry,
gift
sho
p, b
usin
ess
cent
re, n
ews
stan
d, s
ports
, hea
lth c
lub,
gar
age,
par
king
and
so
forth
** N
et In
com
e is
bef
ore
depr
ecia
tion,
inte
rest
pay
men
ts a
nd ta
xes
Pune
New
Del
hi-N
CRBe
ngal
uru
Chen
nai
Goa
Kolk
ata
Mum
bai
Page 44
TA
BL
E 3
-6:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: M
ark
et D
ata
(200
9-10
)
M
arke
t S
egm
enta
tion
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Four
-Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-
Sta
r&
Four
-Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r
& O
ne-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thr
ee-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Num
ber
of R
espo
nses
920
616
1210
614
1151
357
86
23
Airl
ine
Cre
w5.
4%6.
0%2.
5%2.
3%1.
7%2.
0%5.
6%21
.0%
4.9%
2.1%
5.4%
1.9%
2.0%
5.2%
5.6%
Bus
ines
s Tr
avel
ler
- D
omes
tic23
.137
.933
.542
.83.
821
.247
.363
.422
.341
.051
.719
.145
.642
.243
.3B
usin
ess
Trav
elle
r -
Fore
ign
56.7
15.7
35.7
19.7
3.3
6.6
15.2
9.4
22.0
16.6
10.8
26.3
23.5
42.3
19.4
Com
plim
enta
ry R
oom
s0.
41.
52.
01.
92.
80.
31.
70.
41.
60.
91.
41.
62.
41.
20.
8D
omes
tic -
Tou
rists
/ L
eisu
re F
IT2.
615
.85.
58.
624
.018
.34.
16.
49.
49.
613
.16.
45.
32.
712
.6Fo
reig
n -
Tour
ists
/ L
eisu
re F
IT2.
44.
14.
34.
820
.119
.76.
63.
89.
17.
56.
712
.15.
01.
63.
0M
eetin
g P
artic
ipan
ts (
Less
than
100
Atte
ndee
s)1.
76.
42.
22.
010
.63.
52.
61.
23.
33.
11.
32.
43.
10.
24.
7M
eetin
g P
artic
ipan
ts (
Ove
r 10
0 A
ttend
ees)
4.8
10.1
7.5
6.0
14.7
3.6
8.4
7.6
15.0
6.6
5.0
10.3
4.6
4.0
9.2
Tour
Gro
ups
- D
omes
tic1.
53.
92.
03.
15.
010
.81.
84.
94.
04.
14.
27.
44.
10.
92.
6To
ur G
roup
s -
Fore
ign
1.0
2.3
3.2
4.3
9.3
14.8
3.6
2.2
2.4
3.1
2.2
10.6
4.3
0.5
1.2
Oth
er0.
31.
61.
74.
54.
81.
03.
20.
46.
15.
43.
11.
90.
14.
02.
5To
tal
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0
Cou
ntry
of
Ori
gin
of G
uest
s
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Four
-Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe
Five
-
Sta
r&
Four
-Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r
& O
ne-
Sta
r
Five
-Sta
r
Del
uxe
,
Five
-Sta
r
& F
our-
Sta
r
Thr
ee-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Num
ber
of R
espo
nses
612
58
109
511
833
248
58
11
AS
EAN
*2.
5%7.
4%4.
4%6.
9%3.
8%1.
3%5.
1%3.
9%5.
1%5.
8%5.
9%4.
5%2.
2%4.
6%4.
3% A
ustr
alia
5.3
3.2
5.4
3.5
1.4
2.2
6.8
6.1
2.6
2.3
2.7
5.4
3.2
2.3
3.5
Can
ada
2.2
3.3
1.4
6.0
1.6
2.3
2.5
2.3
2.3
3.6
3.1
2.9
3.3
3.6
6.6
Car
ibbe
an0.
42.
22.
40.
40.
11.
212
.11.
10.
40.
90.
71.
41.
00.
90.
2 C
hina
2.3
4.2
4.6
3.5
1.2
1.1
3.8
7.3
3.4
4.3
3.1
4.5
3.3
2.9
4.6
Fra
nce
4.0
6.3
5.1
2.0
1.4
0.9
3.0
3.7
3.0
4.0
2.3
3.6
4.1
3.4
7.0
Ger
man
y5.
58.
15.
95.
83.
44.
05.
95.
24.
55.
13.
35.
24.
79.
88.
2 J
apan
2.2
4.4
4.9
3.1
1.1
0.5
7.8
11.4
2.9
3.3
1.7
8.5
8.7
6.1
4.2
Mid
dle
East
3.0
3.7
4.7
2.3
1.3
0.9
1.9
2.7
4.4
5.6
14.7
6.3
5.2
1.9
3.7
Oth
er E
urop
ean
11.6
9.6
12.6
5.1
12.9
7.4
8.5
3.0
12.3
8.6
9.1
12.1
10.5
10.7
9.2
Rus
sia
0.8
3.0
1.4
1.4
27.2
25.4
1.2
2.7
1.2
6.3
1.0
2.7
4.2
5.9
1.8
SA
AR
C *
*0.
97.
32.
611
.11.
51.
910
.520
.52.
25.
410
.62.
06.
02.
54.
2 S
outh
Afr
ica
0.5
2.3
1.9
2.9
1.1
0.6
0.3
1.4
2.5
4.2
6.6
2.3
2.8
1.4
2.2
UK
14.2
10.0
12.4
9.1
18.3
35.6
13.9
13.3
18.0
12.8
14.1
7.4
12.9
14.3
11.2
US
A32
.514
.117
.610
.84.
24.
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.19.
813
.215
.26.
911
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012
.820
.8O
ther
12.3
11.1
13.0
26.3
19.9
10.0
6.6
5.6
21.9
12.4
14.4
19.5
19.0
17.1
8.4
Tota
l10
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
* A
SEA
N: A
ssoc
iatio
n of
Sou
th E
ast A
sian
Nat
ions
** S
AA
RC
: Sou
th A
sian
Ass
ocia
tion
for
Reg
iona
l Co-
oper
atio
n -
Indi
a, P
akis
tan,
Ban
glad
esh,
Sri
Lank
a, N
epal
, Bhu
tan,
Mal
dive
s
Pun
e
Ben
galu
ruC
henn
aiG
oaK
olka
taM
umba
iN
ew D
elhi
-NC
RP
une
Ben
galu
ruC
henn
aiG
oaK
olka
taM
umba
iN
ew D
elhi
-NC
R
Page 45
TA
BL
E 3
-7:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: M
on
thly
an
d D
aily
Occ
up
ancy
Av
erag
e M
onth
ly O
ccup
ancy
COM
POSI
TION
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Delu
xe,
Five
- Sta
r
& F
our -
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
& O
ne-
Star
Five
-Sta
r
Delu
xe ,
Five
-Sta
r &
Four
-Sta
r
Thr
ee-S
tar
& T
wo-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Num
ber
of R
espo
nses
921
817
1315
716
1355
429
138
23
Janu
ary
61.2
%55
.2%
65.2
%66
.5%
76.3
%79
.2%
70.0
%72
.4%
71.6
%65
.1%
76.5
%64
.1%
60.8
%51
.4%
60.7
%Fe
brua
ry76
.457
.773
.469
.278
.781
.574
.174
.476
.568
.774
.684
.668
.358
.760
.0M
arch
69.8
49.9
64.5
61.8
72.0
69.1
61.6
61.7
69.7
63.5
69.0
73.5
59.5
51.6
55.0
April
54.0
53.3
59.4
60.0
73.1
63.8
56.5
63.1
63.3
58.8
65.0
85.4
52.7
45.5
57.6
May
57.0
53.0
50.8
56.2
64.6
55.1
50.7
56.5
57.0
56.2
63.4
71.6
52.4
46.7
60.2
June
58.5
50.3
54.7
62.0
65.2
41.5
57.4
55.7
59.3
57.2
64.3
71.2
50.3
52.3
65.3
July
60.1
56.1
57.4
65.9
54.2
39.0
59.6
60.3
58.7
55.8
65.6
76.5
55.3
53.1
62.9
Augu
st57
.450
.255
.463
.859
.046
.055
.156
.858
.457
.066
.972
.055
.338
.057
.0Se
ptem
ber
63.1
51.1
62.8
65.9
65.1
52.7
60.4
56.5
62.2
58.6
64.0
81.3
60.3
43.1
57.6
Octo
ber
69.2
50.8
64.8
61.8
60.6
61.1
58.0
60.4
63.0
60.0
68.0
74.0
61.9
48.6
60.0
Nove
mbe
r77
.557
.469
.266
.072
.773
.676
.473
.575
.071
.574
.287
.470
.264
.963
.4De
cem
ber
58.5
52.9
59.5
75.4
77.0
79.8
75.5
76.5
69.7
73.5
80.0
56.6
61.4
55.1
63.1
Aver
age
Daily
Occ
upan
cy
COM
POSI
TION
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Delu
xe,
Five
- Sta
r
& F
our -
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
& O
ne-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r &
Four
-Sta
r
Thr
ee-S
tar
& T
wo-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Num
ber
of R
espo
nses
923
817
1113
715
1253
438
138
24
Mon
day
70.9
%50
.4%
57.6
%65
.5%
65.0
%66
.4%
50.6
%66
.1%
63.5
%66
.3%
68.7
%76
.4%
58.9
%53
.3%
53.1
%Tu
esda
y76
.055
.359
.869
.565
.766
.252
.666
.766
.367
.571
.179
.462
.659
.859
.1W
edne
sday
79.7
55.6
63.4
74.2
66.2
66.1
54.4
63.0
66.2
68.8
73.1
75.3
63.5
60.3
59.8
Thur
sday
68.4
57.7
58.4
74.0
71.0
66.0
56.0
63.6
65.7
67.9
73.3
71.1
60.8
56.1
57.1
Frid
ay51
.553
.351
.468
.277
.969
.349
.758
.859
.964
.389
.763
.551
.749
.656
.4Sa
turd
ay50
.148
.046
.159
.780
.168
.748
.451
.051
.753
.659
.855
.141
.940
.051
.5Su
nday
55.6
46.0
48.6
53.4
69.1
64.6
41.1
45.8
51.6
51.3
54.3
61.5
42.5
43.4
44.2
Pune
Beng
alur
uCh
enna
iGo
aKo
lkat
aM
umba
iN
ew D
elhi
-NCR
Pune
Beng
alur
uCh
enna
iGo
aKo
lkat
aM
umba
iN
ew D
elhi
-NCR
Page 46
TA
BL
E 3
-8:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: S
ou
rces
of
Res
erv
atio
n
So
urce
of A
dvan
ce R
eser
vatio
ns
COM
POSI
TION
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r,
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Delu
xe,
Five
- Sta
r
& F
our -
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
& O
ne-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thr
ee-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Num
ber
of R
espo
nses
922
814
1214
617
1257
429
128
23
Chai
n CR
S (C
entra
l Res
erva
tion
Syst
em)
2.7%
2.6%
0.6%
2.1%
13.4
%1.
7%7.
0%0.
0%12
.1%
1.5%
1.2%
2.8%
0.4%
5.8%
1.7%
Dire
ct E
nqui
ry /
Hote
l Rep
rese
ntat
ive
54.1
50.0
53.3
63.9
31.5
33.4
65.7
52.3
35.0
52.0
59.2
38.6
55.7
60.9
62.0
Glob
al D
istri
butio
n Sy
stem
(GDS
)22
.53.
28.
10.
83.
81.
45.
80.
94.
52.
61.
37.
53.
38.
81.
5Ho
tel /
Cha
in W
ebsi
te5.
06.
75.
05.
16.
89.
42.
89.
27.
47.
35.
18.
98.
74.
75.
8Tr
avel
Age
nt &
Tou
r Ope
rato
r6.
618
.37.
914
.628
.439
.710
.521
.27.
613
.415
.322
.613
.64.
48.
5Ot
her O
nlin
e Re
serv
atio
n Sy
stem
s4.
04.
015
.01.
54.
33.
10.
75.
716
.84.
41.
17.
42.
06.
81.
8Ot
her W
ebsi
tes
3.8
6.3
2.9
6.2
3.6
6.3
5.8
4.7
3.8
7.2
5.6
7.0
4.0
4.8
3.5
Othe
r1.
48.
97.
35.
98.
35.
11.
75.
912
.811
.711
.35.
212
.43.
915
.1To
tal
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0
Pune
Beng
alur
uCh
enna
iGo
aKo
lkat
aM
umba
iNe
w D
elhi
-NCR
TA
BL
E 3
-9:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: M
ark
etin
g M
edia
Mar
ketin
g M
edia
- P
erce
ntag
e of
Hot
els
Usi
ng E
ach
Med
ia
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
- S
tar
& F
our
-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r
& O
ne-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thr
ee-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Num
ber
of R
espo
nses
1022
616
1314
517
1260
4110
98
26
Con
sum
er G
ener
al M
edia
(C
GM
)10
.0%
9.1%
33.3
%0.
0%7.
7%7.
1%0.
0%11
.8%
16.7
%6.
7%2.
4%20
.0%
22.2
%12
.5%
23.1
%D
irect
Mai
l70
.063
.683
.381
.376
.992
.980
.082
.375
.083
.373
.270
.088
.910
0.0
84.6
Hot
el W
eb S
ite10
0.0
100.
083
.381
.392
.392
.910
0.0
82.3
100.
083
.370
.710
0.0
100.
075
.084
.6Lo
yalty
car
d pr
ogra
m90
.045
.583
.331
.376
.97.
160
.035
.310
0.0
28.3
17.1
80.0
66.7
75.0
23.1
Mer
chan
disi
ng40
.022
.716
.731
.330
.828
.620
.011
.850
.020
.02.
420
.044
.437
.519
.2O
ther
Inte
rnet
site
50.0
63.6
66.7
56.3
69.2
64.3
100.
058
.883
.368
.348
.880
.088
.975
.069
.2O
utdo
or A
dver
tisin
g60
.054
.533
.356
.384
.650
.080
.029
.475
.051
.734
.260
.044
.475
.069
.2P
ay P
er C
lick
30.0
4.6
16.7
0.0
23.1
21.4
20.0
5.9
41.7
8.3
0.0
30.0
33.3
0.0
7.7
Prin
t Adv
ertis
ing
90.0
77.3
83.3
62.5
100.
078
.610
0.0
70.6
91.7
86.7
61.0
90.0
77.8
87.5
80.8
Pro
mot
ions
100.
059
.183
.343
.884
.685
.710
0.0
47.1
91.7
53.3
36.6
100.
088
.910
0.0
61.5
Rad
io A
dver
tisin
g50
.018
.216
.70.
038
.528
.660
.011
.833
.311
.77.
340
.00.
012
.523
.1Te
lem
arke
ting
50.0
72.7
50.0
50.0
53.8
42.9
80.0
47.1
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55.0
43.9
60.0
66.7
37.5
65.4
TV A
dver
tisin
g0.
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133
.318
.853
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140
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310
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iral M
arke
ting
10.0
4.6
16.7
0.0
7.7
0.0
0.0
5.9
16.7
6.7
4.9
20.0
33.3
0.0
11.5
Ben
galu
ruC
henn
aiG
oaK
olka
taM
umba
iN
ew D
elhi
-NC
RP
une
Page 47
TA
BL
E 3
-10:
In
dia
n H
ote
l In
du
stry
– S
even
Maj
or
Cit
ies:
Pay
men
t M
eth
od
s
P
aym
ent
Met
hods
Use
d
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
- S
tar
& F
our
-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r
& O
ne-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thr
ee-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Num
ber
of R
espo
nses
923
416
813
615
1351
369
106
24
Cas
h S
ales
5.7%
36.3
%17
.5%
37.9
%22
.4%
27.9
%16
.8%
48.9
%18
.3%
33.3
%58
.7%
15.8
%31
.6%
11.3
%30
.4%
Cre
dit C
ard
Sal
es66
.6
37.8
47
.5
38.9
29
.6
31.8
46
.4
34.4
49
.8
34.3
28
.6
40.9
37
.9
57.9
42
.5
Cre
dit S
ales
(O
ther
Tha
n C
ards
)24
.9
20.9
27
.5
18.9
47
.1
37.9
29
.2
13.4
29
.6
26.7
10
.7
37.4
27
.0
28.6
22
.5
Elec
tron
ic F
und
Tran
sfer
2.8
5.
0
7.5
4.
3
0.9
2.
4
7.6
3.
3
2.2
5.
7
1.9
6.
0
3.5
2.
2
4.5
Tota
l10
0.0
100.
0
10
0.0
100.
0
10
0.0
100.
0
10
0.0
100.
0
10
0.0
100.
0
10
0.0
100.
0
10
0.0
100.
0
10
0.0
Cre
dit
Car
ds U
sed
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
- S
tar
& F
our
-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r
& O
ne-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thr
ee-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Num
ber
of R
espo
nses
919
414
815
712
1252
339
96
20
Am
eric
an E
xpre
ss45
.7%
13.5
%17
.5%
10.5
%25
.7%
7.1%
27.7
%3.
0%28
.7%
14.2
%6.
2%27
.9%
14.8
%24
.6%
13.8
%D
iner
s cl
ub1.
6
2.7
7.
5
7.4
0.
2
0.9
2.
7
1.5
3.
4
1.8
2.
8
3.8
0.
7
0.9
2.
0
Mas
terc
ard/
Euro
card
17.9
36
.5
27.5
36
.9
36.9
41
.1
28.8
38
.7
30.0
37
.1
35.6
30
.8
32.2
35
.6
41.4
Vis
a28
.2
42.0
30
.0
39.3
35
.8
49.1
40
.6
51.7
35
.8
42.7
47
.3
37.1
48
.7
38.8
40
.7
Oth
er6.
7
5.3
17
.5
5.9
1.
5
1.8
0.
2
5.2
2.
2
4.2
8.
1
0.4
3.
7
-
2.2
Tota
l10
0.0
100.
0
10
0.0
100.
0
10
0.0
100.
0
10
0.0
100.
0
10
0.0
100.
0
10
0.0
100.
0
10
0.0
100.
0
10
0.0
Ave
rage
Cre
dit
Car
d C
omm
issi
on
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
- S
tar
& F
our
-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r
& O
ne-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thr
ee-
Sta
r &
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-
Sta
r &
Two-
Sta
r
Num
ber
of R
espo
nses
813
59
1112
713
1041
317
137
16
Am
eric
an E
xpre
ss3.
13.
23.
63.
13.
33.
43.
31.
43.
13.
42.
83.
33.
23.
43.
0D
iner
s cl
ub1.
90.
52.
31.
40.
70.
52.
20.
41.
70.
70.
81.
30.
51.
60.
3M
aste
rcar
d/Eu
roca
rd1.
21.
81.
41.
41.
27.
31.
21.
51.
11.
52.
51.
71.
81.
51.
6V
isa
1.2
1.8
1.4
1.4
1.2
4.0
1.2
1.7
1.0
1.5
4.0
1.7
1.8
1.4
1.6
Oth
er0.
30.
70.
80.
30.
00.
00.
60.
00.
00.
10.
20.
00.
70.
80.
1
Pun
e
Ben
galu
ruC
henn
aiG
oaK
olka
taM
umba
iN
ew D
elhi
-NC
RP
une
Ben
galu
ruC
henn
aiG
oaK
olka
taM
umba
iN
ew D
elhi
-NC
R
Pun
eB
enga
luru
Che
nnai
Goa
Kol
kata
Mum
bai
New
Del
hi-N
CR
Page 48
TA
BL
E 3
-11:
In
dia
n H
ote
l In
du
stry
– S
even
Maj
or
Cit
ies:
Tec
hn
olo
gy
Te
chno
logy
in H
otel
s - P
erce
ntag
e of
Hot
els
Usin
g Ea
ch T
echn
olog
y
COM
POSI
TION
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thr
ee-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thr
ee-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Delu
xe,
Five
- Sta
r
& F
our -
Star
Thre
e-
Star
&
Two-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
& O
ne-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thr
ee-S
tar
& T
wo-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-
Star
&
Two-
Star
Num
ber o
f Res
pons
es10
236
1512
147
1814
6142
910
826
Acco
untin
g Sy
stem
90.0
%95
.7%
83.3
%93
.3%
91.7
%10
0.0%
100.
0%88
.88.
%10
0.0%
96.7
%90
.5%
100.
0%90
.0%
100.
0%80
.8%
Call
Acco
untin
g Sy
stem
70.0
65.2
66.7
80.0
75.0
71.4
71.4
55.6
85.7
63.9
50.0
66.7
80.0
75.0
61.5
Cent
ral R
eser
vatio
n Sy
stem
(CRS
)70
.021
.716
.70.
033
.314
.310
0.0
16.7
57.1
19.7
4.8
44.4
50.0
37.5
15.4
Elec
troni
c Ke
ycar
d90
.047
.866
.773
.310
0.0
35.7
100.
027
.892
.957
.416
.755
.620
.010
0.0
50.0
Ener
gy M
anag
emen
t Sys
tem
60.0
26.1
50.0
26.7
16.7
28.6
28.6
11.1
35.7
24.6
7.1
22.2
30.0
50.0
34.6
Inte
rnet
/ E-
Mai
l10
0.0
95.7
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
096
.785
.710
0.0
80.0
87.5
76.9
Inte
rnet
/ W
ebsi
te80
.078
.310
0.0
93.3
83.3
100.
010
0.0
88.9
92.9
91.8
76.2
88.9
80.0
87.5
73.1
Intra
net S
yste
m60
.052
.283
.346
.766
.735
.771
.433
.364
.339
.326
.255
.650
.062
.557
.7Lo
cal A
rea
Netw
ork
(LAN
)90
.082
.610
0.0
93.3
91.7
85.7
100.
061
.110
0.0
77.1
54.8
88.9
70.0
100.
069
.2M
anag
emen
t Inf
orm
atio
n Sy
stem
80.0
65.2
83.3
40.0
83.3
71.4
100.
055
.657
.152
.526
.288
.930
.087
.550
.0Po
int o
f Sal
e Sy
stem
for F
ood
and
Beve
rage
90.0
78.3
100.
086
.710
0.0
85.7
100.
038
.910
0.0
78.7
26.2
100.
080
.010
0.0
73.1
Prop
erty
Man
agem
ent S
yste
m80
.047
.883
.373
.358
.350
.010
0.0
27.8
78.6
42.6
16.7
100.
060
.010
0.0
57.7
Yiel
d M
anag
emen
t Sys
tem
50.0
21.7
33.3
20.0
41.7
21.4
42.9
11.1
50.0
21.3
7.1
55.6
10.0
50.0
23.1
Othe
r10
.013
.033
.313
.325
.014
.314
.311
.121
.413
.17.
133
.320
.037
.53.
8
Pune
Beng
alur
uCh
enna
iGo
aKo
lkat
aM
umba
iNe
w D
elhi
-NCR
Page 49
4. Indian Hotel Industry – Twelve Other Cities
Introduction
This section presents the operating profiles and financial data for different categories of hotels in twelve other cities. These cities are Ahmedabad, Coimbatore, Hyderabad, Indore, Jaipur, Kochi, Madurai, Mysore, Shimla, Thiruvananthapuram, Udaipur and Vadodara. This section will provide the reader an understanding of the trends related to customer segmentation, use of technology, operating performance, etc.
Qualifying Condition
In certain cities, we were unable to fulfil the minimum data requirement of a minimum of four hotels in each representation and have reflected this as 'ID' (insufficient data).
Trends
Highlighted below are some trends noted in the 2009-10 survey across these twelve participating cities.
●Sources of Reservation: The main source of reservation across most of the cities is through direct inquiries; more than 40% of the reservations across all the twelve cities come through direct inquiries, and for some cities, this percentage is above 70%. This is largely due to the presence of small, unbranded hotels which are not able to invest in technology or associate with online agents to bring in reservations. The second largest source of reservations across the cities is travel agents and tour operators. This illustrates the important role of travel agents in India, even though internationally their role is being questioned owing to increased use of online technology.
●Administrative and General (A&G) Costs: Kochi and Thiruvananthapuram displayed high A&G costs due to the increasing strikes and labour-union issues in the state. Jaipur and Shimla – the two major leisure destinations – also displayed high A&G costs, due to a high number of residential staff, owing to problems related to obtaining staff in non-metropolitan locations.
●Country of Origin of Guests: Similar to the trend observed for the seven major cities, the majority of visitations are formed by guests from the UK and USA. It is interesting to note that Japan is a major feeder market for Coimbatore, owing to visitations for the textile manufacturing units. Jaipur received a majority of its foreign tourists from France and other European countries, and Kochi received increased visitations from the Middle East, owing to a large number of non-resident Keralites working in the Middle East.
Page 50
TA
BL
E 4
-1:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Fac
ilit
ies
and
Gu
est
An
aly
sis
Page 51
Typi
cal R
oom
Pro
file
of
an A
vera
ge H
otel
Ahm
'bad
Coi
mba
tore
Indo
reK
ochi
Mad
urai
Mys
ore
Shi
mla
Thir
uv'p
uram
Uda
ipur
Vad
odar
a
CO
MP
OS
ITIO
N
Four
-Sta
r,
Thre
e-S
tar
&
Two-
Sta
r
Four
-Sta
r,
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Fou
r-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r, F
our-
Sta
r &
Her
itage
Thr
ee-S
tar
& T
wo-
Sta
r
Four
-Sta
r &
Thre
e-S
tar
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thr
ee-S
tar
& T
wo-
Sta
r
Thr
ee-S
tar
& T
wo-
Sta
r
Thre
e-S
tar,
Two-
Sta
r
&O
ne-S
tar
Thr
ee-S
tar
& T
wo-
Sta
r
Num
ber
of R
espo
nses
155
513
139
1315
69
811
1110
Air-
Con
ditio
ned
Sin
gle
6.1
2.4
74.8
2.9
1.5
1.7
8.2
4.4
0.7
0.0
0.0
1.1
1.9
3.6
Dou
ble
33.2
55.2
77.0
48.7
36.5
53.3
54.5
39.7
46.8
35.9
16.1
62.9
25.7
42.6
Sui
tes
4.1
13.6
51.2
3.0
3.9
14.8
3.9
7.3
2.0
4.0
0.1
7.6
3.2
1.8
Non
-Air-
Con
ditio
ned
Sin
gle
0.2
0.0
0.0
0.8
0.2
0.0
0.0
0.0
1.7
5.1
0.0
0.0
0.0
0.7
Dou
ble
1.7
0.0
0.0
15.0
0.2
0.0
0.3
0.8
8.0
21.1
25.9
1.6
5.3
3.5
Sui
tes
0.0
0.0
0.0
0.0
0.9
0.0
0.0
0.0
0.0
1.7
5.4
0.0
0.0
0.0
Tota
l Ave
rage
Roo
ms
45.4
71.2
203.
070
.343
.269
.866
.852
.359
.267
.847
.573
.236
.152
.2
Ave
rage
Num
ber
of F
ood
& B
ever
age
Out
lets
Per
Hot
el
Ahm
'bad
Coi
mba
tore
Indo
reK
ochi
Mad
urai
Mys
ore
Shi
mla
Thir
uv'p
uram
Uda
ipur
Vad
odar
a
CO
MP
OS
ITIO
N
Four
-Sta
r,
Thre
e-S
tar
&
Two-
Sta
r
Four
-Sta
r,
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Fou
r-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r, F
our-
Sta
r &
Her
itage
Thr
ee-S
tar
& T
wo-
Sta
r
Four
-Sta
r &
Thre
e-S
tar
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thr
ee-S
tar
& T
wo-
Sta
r
Thr
ee-S
tar
& T
wo-
Sta
r
Thre
e-S
tar,
Two-
Sta
r &
One
-Sta
r
Thr
ee-S
tar
& T
wo-
Sta
r
Num
ber
of R
espo
nses
145
513
139
1315
69
811
108
Res
taur
ant
1.6
2.0
2.8
1.7
1.8
2.5
1.5
2.1
2.3
1.4
1.3
2.6
1.4
1.6
Bar
s0.
11.
21.
80.
90.
71.
40.
81.
30.
70.
90.
80.
80.
70.
0O
ther
s0.
12.
40.
61.
11.
30.
61.
31.
30.
20.
71.
30.
60.
50.
9To
tal
1.8
5.6
5.2
3.6
3.8
4.5
3.5
4.7
3.2
3.0
3.3
3.9
2.6
2.5
Gue
st A
naly
sis
Ahm
'bad
Coi
mba
tore
Indo
reK
ochi
Mad
urai
Mys
ore
Shi
mla
Thir
uv'p
uram
Uda
ipur
Vad
odar
a
CO
MP
OS
ITIO
N
Four
-Sta
r,
Thre
e-S
tar
&
Two-
Sta
r
Four
-Sta
r,
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Fou
r-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r, F
our-
Sta
r &
Her
itage
Thr
ee-S
tar
& T
wo-
Sta
r
Four
-Sta
r &
Thre
e-S
tar
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thr
ee-S
tar
& T
wo-
Sta
r
Thr
ee-S
tar
& T
wo-
Sta
r
Thre
e-S
tar,
Two-
Sta
r &
One
-Sta
r
Thr
ee-S
tar
& T
wo-
Sta
r
Num
ber
of R
espo
nses
114
513
139
1315
65
811
1110
Dom
estic
Gue
sts
80.4
%78
.3%
69.8
%90
.1%
94.7
%35
.7%
66.7
%63
.6%
78.2
%82
.3%
93.2
%52
.4%
68.9
%74
.1%
Fore
ign
Gue
sts
19.6
21.8
30.2
9.9
5.3
64.3
33.3
36.4
21.8
17.7
6.8
47.6
31.1
25.9
Tota
l10
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0
Tota
l bus
ines
s71
.187
.292
.166
.780
.833
.857
.856
.344
.260
.820
.547
.352
.779
.7To
tal l
eisu
re28
.912
.87.
933
.319
.266
.242
.243
.755
.839
.279
.552
.747
.320
.3To
tal
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
Avg
. Sta
y of
For
eign
Gue
sts
(Day
s)3.
65.
52.
53.
02.
02.
02.
92.
61.
72.
52.
16.
72.
03.
1A
vg. S
tay
of D
omes
tic G
uest
s (D
ays)
2.6
3.0
2.0
1.5
2.5
1.9
2.6
2.1
1.9
1.9
2.7
5.9
2.0
2.8
Avg
. Sta
y of
Bus
ines
s G
uest
s (D
ays)
3.6
2.0
1.8
4.9
2.9
2.2
2.9
4.3
2.2
3.0
2.3
2.1
2.0
2.7
Avg
. Sta
y of
Lei
sure
Gue
sts
(Day
s)2.
71.
32.
02.
71.
81.
92.
12.
31.
72.
12.
74.
92.
12.
6P
erce
ntag
e of
Rep
eat G
uest
s58
.073
.054
.570
.071
.317
.249
.437
.856
.439
.422
.540
.148
.356
.2
Hyd
erab
adJa
ipur
Hyd
erab
adJa
ipur
Hyd
erab
adJa
ipur
TA
BL
E 4
-2:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Sta
ffin
g
Page 52
Aver
age N
umbe
r of T
otal E
mploy
ees P
er H
otel (
Perm
anen
t / C
ontra
ct / F
ull Ti
me /
Part
Time)
Ahm'
bad
Coim
bator
eInd
ore
Koch
iMa
dura
iMy
sore
Shim
laTh
iruv'p
uram
Udaip
urVa
doda
ra
COMP
OSITI
ON
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five-
Star
Delux
e, Fiv
e-
Star
& Fo
ur-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five-
Star
Delux
e, Fiv
e-
Star
, Fou
r-
Star
&
Herit
age
Thre
e-St
ar
& Tw
o-St
ar
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
Two-
Star
&
One-
Star
Thre
e-St
ar &
Two-
Star
Numb
er of
Res
pons
es15
54
1013
913
155
86
1210
9
Mana
gers
Male
3.710
.641
.06.1
8.218
.77.2
9.33.0
5.64.0
11.2
2.85.3
Fema
le0.6
1.212
.30.4
1.42.7
0.51.4
0.21.6
0.01.6
0.00.4
Supe
rviso
rsMa
le6.9
21.4
32.3
19.5
10.2
15.7
8.210
.96.8
11.6
2.811
.63.0
7.9Fe
male
1.71.2
4.03.0
1.71.4
1.51.4
0.82.0
0.23.6
0.21.4
Staff
Male
44.0
121.6
273.0
69.4
75.1
89.1
54.2
62.5
35.6
65.4
39.8
65.1
24.2
55.6
Fema
le2.2
23.4
34.3
11.0
2.15.7
1.911
.39.2
7.82.2
20.5
0.52.7
Tota
l59
.117
9.439
6.810
9.498
.713
3.273
.596
.855
.694
.049
.011
3.530
.773
.3
Avera
ge N
umbe
r of E
mploy
ees p
er Ro
om1.2
2.32.1
1.52.4
2.01.1
2.10.8
1.61.0
1.60.9
1.4
Aver
age P
erce
ntag
e of T
raine
d Emp
loyee
s Per
Hote
l
Ahm'
bad
Coim
bator
eInd
ore
Koch
iMa
dura
iMy
sore
Shim
laTh
iruv'p
uram
Udaip
urVa
doda
ra
COMP
OSITI
ON
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five-
Star
Delux
e, Fiv
e-
Star
& Fo
ur-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five-
Star
Delux
e, Fiv
e-
Star
, Fou
r-
Star
&
Herit
age
Thre
e-St
ar
& Tw
o-St
ar
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
Two-
Star
&
One-
Star
Thre
e-St
ar &
Two-
Star
Numb
er of
Res
pons
es9
54
1013
913
154
46
128
5
Mana
gers
75.3%
90.0%
77.3%
87.5%
52.7%
98.7%
99.5%
92.9%
100.0
%81
.0%87
.5%84
.2%84
.4%88
.6%
Supe
rviso
rs60
.679
.485
.775
.047
.798
.579
.393
.279
.271
.783
.382
.875
.078
.2
Staff
43.5
60.7
51.8
69.7
35.7
77.4
76.1
85.3
71.4
53.9
50.7
67.3
62.7
70.4
Total
Avg
. Trai
ned E
mploy
ees*
59.8
76.7
71.6
77.4
45.4
91.6
84.9
90.5
83.5
68.8
73.9
78.1
74.0
79.0
Total
Avg
. Un-
Train
ed Em
ploye
es40
.223
.328
.422
.654
.68.4
15.1
9.516
.531
.226
.221
.926
.021
.0
* Trai
ned E
mploy
ees i
nclud
es th
ose w
ith a
minim
um on
e yea
r cert
ificate
cour
se in
an ed
ucati
onal
institu
te; ho
weve
r, so
me ho
tels m
ay ha
ve in
clude
d tho
se w
ith sh
ort te
rm (i
n-ho
use)
train
ing
Jaipu
r
Hyde
raba
dJa
ipur
Hyde
raba
d
TA
BL
E 4
-3:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Fin
anci
al R
epo
rt –
Per
cen
tag
e o
f R
even
ue
(200
9-10
)
Page 53
Ahm
'bad
Coim
bato
reIn
dore
Koch
iM
adur
aiM
ysor
eSh
imla
Thiru
v'pu
ram
Udai
pur
Vado
dara
COM
POSI
TION
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
, Fou
r-
Star
&
Herit
age
Thr
ee-S
tar
& T
wo-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
Two-
Star
&
One-
Star
Thre
e-St
ar &
Two-
Star
Num
ber o
f Res
pons
es6
54
412
511
84
45
65
4
Aver
age
Tota
l Roo
ms
Per H
otel
:57
7118
299
4481
6464
6688
5097
2859
Aver
age
Occu
pied
Roo
ms
Per H
otel
:12
,637
18,7
2838
,466
15,9
828,
601
16,7
1414
,036
13,2
3714
,103
23,5
418,
306
21,0
255,
135
15,2
92Av
erag
e Oc
cupa
ncy
Per H
otel
:64
.7%
75.5
%57
.9%
52.3
%65
.9%
57.1
%55
.6%
60.4
%61
.5%
73.8
%47
.8%
55.3
%53
.3%
76.7
%
Aver
age
Rate
Per
Hot
el (`
):3,
019
3,23
6
6,01
2
3,37
2
1,51
1
7,97
7
2,08
7
2,61
0
1,22
5
2,50
3
1,89
81,
422
893
2,65
4
REVE
NUE
Room
s60
.4%
51.6
%51
.7%
55.6
%39
.4%
61.2
%61
.4%
47.5
%50
.9%
64.1
%54
.8%
57.1
%53
.2%
54.4
%Fo
od &
Bev
erag
e29
.436
.627
.423
.847
.527
.524
.542
.738
.025
.938
.632
.937
.328
.9Ba
nque
t & C
onfe
renc
es1.
89.
313
.42.
411
.06.
312
.36.
98.
64.
13.
55.
55.
411
.7Te
leph
one
& Ot
her
0.1
0.2
0.5
1.3
0.2
0.1
0.3
0.1
0.7
0.1
0.0
0.6
0.5
1.1
Min
or O
pera
ted*
0.0
1.6
1.7
5.3
0.2
2.5
0.8
0.6
0.2
5.6
0.1
1.8
0.5
0.4
Rent
al &
Oth
er In
com
e8.
30.
85.
311
.61.
72.
50.
62.
11.
50.
33.
12.
13.
13.
6To
tal
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0DE
PART
MEN
TAL
EXPE
NSES
Room
s18
.215
.617
.719
.032
.319
.816
.129
.122
.523
.120
.018
.720
.65.
3Fo
od &
Bev
erag
e87
.454
.853
.610
8.1
66.0
31.1
66.6
50.6
64.3
46.4
41.8
75.0
51.5
56.9
Tele
phon
e &
Othe
r81
6.5
216.
797
.611
9.5
444.
281
.026
6.8
426.
181
.143
.05,
570.
914
8.8
268.
597
.2M
inor
Ope
rate
d*0.
041
.459
.310
0.1
634.
410
1.8
123.
756
.710
0.0
71.9
621.
444
.623
8.4
298.
3Re
ntal
& O
ther
Inco
me
6.0
4.5
6.0
17.0
10.6
60.5
65.2
7.9
86.1
0.0
5.7
3.7
17.5
1.7
Tota
l39
.934
.332
.847
.753
.426
.736
.739
.843
.532
.829
.541
.335
.828
.3DE
PART
MEN
TAL
INCO
ME
60.1
65.7
67.2
52.3
46.6
73.3
63.3
60.2
56.5
67.2
70.5
58.7
64.2
71.7
OPER
ATIN
G EX
PENS
ESAd
min
istra
tive
& Ge
nera
l8.
74.
75.
86.
63.
615
.19.
712
.912
.97.
512
.612
.46.
014
.0M
anag
emen
t Fee
2.5
0.7
7.1
0.4
1.6
3.8
1.9
3.2
0.9
2.8
0.0
3.3
8.2
5.2
Mar
ketin
g2.
40.
72.
40.
71.
10.
93.
11.
12.
75.
21.
51.
61.
81.
7Fr
anch
ise
Fees
0.0
0.1
0.0
0.9
0.1
1.3
0.4
0.4
0.0
0.0
0.0
2.6
0.0
0.1
Prop
erty
Ope
ratio
ns &
Mai
nten
ance
11.5
3.6
3.5
17.0
4.3
6.3
4.9
5.3
7.0
5.9
2.6
9.1
4.3
5.2
Ener
gy8.
99.
07.
29.
810
.68.
48.
78.
813
.47.
49.
212
.58.
410
.9To
tal
34.0
18.8
26.1
35.4
21.3
35.7
28.6
31.7
37.0
28.8
25.9
41.6
28.7
37.0
HOUS
E PR
OFIT
26.2
47.0
41.1
16.8
25.4
37.5
34.8
28.5
19.5
38.4
44.6
17.2
35.5
34.7
FIXE
D EX
PENS
ESPr
oper
ty T
axes
1.1
0.2
0.8
0.8
0.9
0.0
0.6
0.2
0.4
1.2
0.1
1.2
0.7
0.7
Insu
ranc
e0.
20.
20.
40.
30.
40.
00.
40.
20.
40.
90.
41.
60.
20.
3Ot
her F
ixed
Char
ges
1.2
0.0
3.8
2.0
0.8
3.4
0.6
1.0
0.0
2.7
1.1
1.8
0.1
3.0
Rent
0.
00.
50.
10.
00.
20.
22.
11.
50.
00.
20.
10.
11.
00.
3To
tal
2.5
0.9
5.1
3.1
2.4
3.6
3.7
2.9
0.8
5.1
1.7
4.6
2.0
4.3
NET
INCO
ME*
*23
.7%
46.1
%36
.0%
13.8
%23
.0%
33.9
%31
.0%
25.6
%18
.7%
33.3
%43
.0%
12.5
%33
.4%
30.4
%
* M
inor
ope
rate
d de
partm
ents
incl
ude:
laun
dry,
gift
sho
p, b
usin
ess
cent
re, n
ews
stan
d, s
ports
, hea
lth c
lub,
gar
age,
par
king
and
so
forth
** N
et In
com
e is
bef
ore
depr
ecia
tion,
inte
rest
pay
men
ts a
nd ta
xes
Hyde
raba
dJa
ipur
TA
BL
E 4
-5:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Fin
anci
al R
epo
rt –
Am
ou
nt
Per
Occ
up
ied
Ro
om
(20
09-1
0)
Page 55
Ahm
'bad
Coim
bato
reIn
dore
Koch
iM
adur
aiM
ysor
eSh
imla
Thiru
v'pu
ram
Udai
pur
Vado
dara
COM
POSI
TION
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
, Fou
r-
Star
&
Herit
age
Thr
ee-S
tar
& T
wo-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
Two-
Star
&
One-
Star
Thre
e-St
ar &
Two-
Star
Num
ber o
f Res
pons
es6
54
412
511
84
45
65
4
Aver
age
Tota
l Roo
ms
Per H
otel
:57
7118
299
4481
6464
6688
5097
2859
Aver
age
Occu
pied
Roo
ms
Per H
otel
:12
,637
18,7
2838
,466
15,9
828,
601
16,7
1414
,036
13,2
3714
,103
23,5
418,
306
21,0
255,
135
15,2
92Av
erag
e Oc
cupa
ncy
Per H
otel
:65
%75
.5%
57.9
%52
.3%
65.9
%57
.1%
55.6
%60
.4%
61.5
%73
.8%
47.8
%55
.3%
53.3
%76
.7%
Aver
age
Rate
Per
Hot
el (`
):3,
019
3,23
66,
012
3,37
2
1,
511
7,97
7
2,
087
2,61
0
1,
225
2,50
3
1,
898
1,42
2
89
3
2,65
4
REVE
NUE
(`)
Room
s3,
019
3,23
66,
012
3,37
2
1,51
1
7,97
7
2,08
7
2,61
0
1,22
5
2,50
3
1,89
8
1,42
2
893
2,65
4Fo
od &
Bev
erag
e1,
469
2,29
53,
191
1,44
5
1,82
3
3,58
4
833
2,34
7
914
1,01
3
1,33
7
819
625
1,41
1Ba
nque
t & C
onfe
renc
es88
583
1,55
3
145
423
820
416
382
206
159
120
137
91
569
Tele
phon
e &
Othe
r5
12
59
79
6
18
11
4
17
3
0
15
8
54M
inor
Ope
rate
d*-
101
199
320
7
324
28
36
5
219
2
45
8
20Re
ntal
& O
ther
Inco
me
415
51
619
701
64
322
21
115
37
10
106
53
53
174
Tota
l4,
995
6,27
711
,633
6,06
2
3,83
3
13,0
45
3,39
7
5,49
5
2,40
5
3,90
8
3,46
2
2,49
2
1,67
7
4,88
0DE
PART
MEN
TAL
EXPE
NSES
(`)
Room
s54
950
5
1,06
5
640
487
1,58
0
336
759
276
579
379
266
184
140
Food
& B
ever
age
1,36
11,
575
2,54
2
1,72
0
1,48
2
1,36
9
831
1,38
1
720
543
609
717
369
1,12
6Te
leph
one
& Ot
her
3726
57
94
25
15
29
18
14
1
17
23
21
52M
inor
Ope
rate
d*20
42
118
320
44
330
35
20
5
158
10
20
18
60Re
ntal
& O
ther
Inco
me
252
37
119
7
195
14
9
32
-
6
2
9
3To
tal
1,99
22,
151
3,81
9
2,89
3
2,04
6
3,48
8
1,24
5
2,18
7
1,04
7
1,28
2
1,02
1
1,02
8
601
1,38
1DE
PART
MEN
TAL
INCO
ME
(`)
3,00
34,
126
7,81
4
3,16
9
1,78
8
9,55
7
2,15
2
3,30
7
1,35
7
2,62
6
2,44
1
1,46
4
1,07
6
3,50
0OP
ERAT
ING
EXPE
NSES
(`)
Adm
inis
trativ
e &
Gene
ral
433
298
676
401
138
1,97
0
330
710
310
292
437
310
101
682
Man
agem
ent F
ee12
343
828
24
59
492
63
173
22
109
-
82
137
255
Mar
ketin
g12
144
281
42
40
118
104
60
66
204
52
40
30
82Fr
anch
ise
Fees
-3
-
54
3
167
14
24
-
-
-
65
-
4Pr
oper
ty O
pera
tions
& M
aint
enan
ce57
522
6
411
1,03
2
167
823
166
291
168
231
90
227
72
254
Ener
gy44
356
3
839
596
407
1,09
0
294
481
323
291
317
312
142
531
Tota
l1,
696
1,17
73,
035
2,14
8
815
4,66
1
971
1,73
8
889
1,12
7
896
1,03
6
481
1,80
8HO
USE
PROF
IT (`
)1,
307
2,94
94,
780
1,02
0
973
4,89
6
1,18
1
1,56
9
469
1,49
9
1,54
6
428
595
1,69
2FI
XED
EXPE
NSES
(`)
Prop
erty
Tax
es53
15
94
46
35
2
22
12
1048
229
1236
Insu
ranc
e9
10
43
19
17
512
910
3715
393
14Ot
her F
ixed
Char
ges
611
443
122
3244
622
570
106
3845
214
6Re
nt
129
16-
821
7182
07
22
1714
Tota
l12
555
596
187
9147
312
616
020
198
5711
534
210
NET
INCO
ME(
`)**
1,18
32,
894
4,18
483
388
24,
423
1,05
51,
409
448
1,30
11,
488
312
561
1,48
2
* M
inor
ope
rate
d de
partm
ents
incl
ude:
laun
dry,
gift
sho
p, b
usin
ess
cent
re, n
ews
stan
d, s
ports
, hea
lth c
lub,
gar
age,
par
king
and
so
forth
** N
et In
com
e is
bef
ore
depr
ecia
tion,
inte
rest
pay
men
ts a
nd ta
xes
Hyde
raba
dJa
ipur
TA
BL
E 4
-6:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Mar
ket
Dat
a
Page 56
Mar
ket S
egm
enta
tion
Ahm
'bad
Coim
bato
reKo
chi
Mad
urai
Mys
ore
Shim
laTh
iruv'
pura
mU
daip
urVa
doda
ra
COM
POSI
TIO
N
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
Sta
r
Del
uxe,
Fiv
e-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Del
uxe,
Fiv
e-
Star
, Fou
r-
Star
&
Her
itage
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
Two-
Star
&
One
-Sta
r
Thre
e-St
ar &
Two-
Star
Num
ber
of R
espo
nses
94
47
127
712
64
48
109
Airli
ne C
rew
2.8%
1.0%
9.3%
3.0%
0.6%
0.7%
0.4%
3.8%
1.0%
0.0%
0.0%
5.4%
20.0
%67
.0%
Busi
ness
Tra
velle
r - D
omes
tic47
.056
.044
.333
.166
.812
.642
.125
.339
.336
.717
.527
.327
.448
.0Bu
sine
ss T
rave
ller -
For
eign
8.6
23.3
20.3
5.3
2.4
8.2
5.7
5.5
7.3
6.7
0.0
5.6
4.8
17.9
Com
plim
enta
ry R
oom
s1.
41.
02.
35.
13.
41.
11.
43.
32.
30.
71.
01.
82.
41.
6D
omes
tic -
Tour
ists
/ Le
isur
e FI
T15
.44.
32.
912
.710
.812
.017
.717
.518
.042
.761
.314
.523
.57.
4Fo
reig
n - T
ouris
ts /
Leis
ure
FIT
4.2
2.7
2.4
3.9
1.4
24.6
6.4
18.3
9.0
7.0
2.5
17.3
12.3
4.7
Mee
ting
Parti
cipa
nts
(Les
s th
an 1
00 A
ttend
ees)
3.9
1.0
0.6
2.9
2.3
10.8
1.9
3.9
0.8
1.0
1.5
3.4
3.0
2.7
Mee
ting
Parti
cipa
nts
(Ove
r 100
Atte
ndee
s)6.
96.
38.
312
.77.
86.
47.
27.
21.
80.
72.
55.
53.
910
.8To
ur G
roup
s - D
omes
tic5.
13.
30.
311
.63.
07.
07.
66.
610
.24.
313
.59.
513
.02.
4To
ur G
roup
s - F
orei
gn0.
81.
00.
62.
00.
015
.06.
18.
46.
80.
30.
37.
29.
12.
7O
ther
3.9
0.0
9.0
7.7
1.4
1.4
3.4
0.3
3.3
0.0
0.0
2.6
0.5
1.2
Tota
l10
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0
Coun
try
of O
rigin
of G
uest
s
Ahm
'bad
Coim
bato
reKo
chi
Mad
urai
Mys
ore
Shim
laTh
iruv'
pura
mU
daip
urVa
doda
ra
COM
POSI
TIO
N
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Del
uxe,
Fiv
e-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Del
uxe,
Fiv
e-
Star
, Fou
r-
Star
&
Her
itage
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
Two-
Star
&
One
-Sta
r
Thre
e-St
ar &
Two-
Star
Num
ber
of R
espo
nses
44
47
127
712
44
48
74
ASE
AN*
5.3%
5.7%
0.5%
5.6%
10.8
%0.
5%2.
0%5.
9%12
.0%
7.5%
0.5%
9.2%
3.6%
7.3%
Aus
tralia
1.5
5.7
3.5
2.0
3.4
4.0
3.9
5.3
0.1
6.5
3.8
4.2
3.9
3.0
Can
ada
4.3
2.7
4.0
1.8
7.0
3.6
3.9
2.1
2.8
5.0
9.8
1.3
2.7
4.3
Car
ibbe
an0.
00.
00.
00.
80.
40.
71.
71.
10.
10.
00.
31.
80.
10.
0 C
hina
2.0
8.7
3.5
4.2
4.0
0.6
3.4
1.6
0.1
0.0
0.8
1.1
1.6
5.3
Fra
nce
1.5
2.3
3.5
4.2
6.0
16.9
4.9
6.0
11.3
8.5
5.0
7.2
15.3
6.3
Ger
man
y6.
05.
38.
56.
83.
86.
52.
34.
023
.616
.32.
06.
713
.111
.7 J
apan
1.5
14.3
3.5
1.0
3.0
2.1
9.9
3.3
2.7
1.4
2.5
2.7
1.9
5.3
Mid
dle
east
1.5
3.7
2.5
1.0
0.8
1.5
3.2
12.4
0.1
2.8
7.3
9.3
1.1
4.3
Oth
er E
urop
ean
7.5
8.3
2.5
17.8
8.2
5.7
9.4
11.0
6.7
4.0
12.6
15.8
15.0
10.0
Rus
sia
0.5
2.0
1.0
4.8
4.6
2.6
0.3
2.4
0.1
1.8
1.3
2.9
3.9
0.0
SAA
RC
**9.
54.
01.
03.
20.
85.
12.
16.
48.
23.
33.
03.
815
.24.
3 S
outh
Afri
ca2.
01.
01.
07.
60.
61.
22.
410
.00.
81.
61.
83.
01.
00.
0 U
K13
.57.
09.
011
.619
.217
.29.
713
.912
.516
.316
.314
.79.
016
.7 U
SA19
.813
.315
.519
.420
.412
.013
.710
.711
.421
.527
.89.
75.
99.
3O
ther
23.8
16.0
40.5
8.2
7.0
19.9
27.1
3.9
7.4
3.8
5.5
6.7
10.0
12.0
Tota
l10
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0
* AS
EAN:
Ass
ocia
tion
of S
outh
Eas
t Asi
an N
atio
ns**
SAA
RC:
Sou
th A
sian
Ass
ocia
tion
for R
egio
nal C
o-op
erat
ion
- Ind
ia, P
akis
tan,
Ban
glad
esh,
Sri
Lank
a, N
epal
, Bhu
tan,
Mal
dive
s
Hyd
erab
adIn
dore
Jaip
ur
Hyd
erab
adIn
dore
Jaip
ur
TA
BL
E 4
-7:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Mo
nth
ly a
nd
Dai
ly O
ccu
pan
cy
Page 57
Aver
age
Mon
thly
Occu
panc
y Ahm
'bad
Coim
bato
reIn
dore
Koch
iM
adur
aiM
ysor
eSh
imla
Thiru
v'pur
amUd
aipu
rVa
doda
ra
COM
POSI
TION
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
, Fou
r-
Star
&
Herit
age
Thr
ee-S
tar
& Tw
o-St
ar
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
Two-
Star
&
One-
Star
Thre
e-St
ar &
Two-
Star
Num
ber o
f Res
pons
es9
44
1110
912
135
45
109
9
Janu
ary
67.1
%65
.0%
49.5
%49
.6%
68.0
%70
.1%
69.3
%68
.1%
59.0
%59
.3%
33.4
%72
.7%
55.4
%65
.9%
Febr
uary
69.2
73.5
55.3
55.6
68.5
78.6
66.7
60.5
57.0
54.5
31.4
70.9
61.0
69.3
Mar
ch58
.271
.856
.548
.764
.267
.163
.160
.151
.653
.343
.859
.950
.864
.3Ap
ril58
.469
.548
.043
.663
.853
.952
.958
.250
.061
.553
.652
.835
.265
.1M
ay59
.271
.049
.549
.666
.029
.745
.359
.051
.681
.377
.848
.434
.766
.0Ju
ne64
.671
.850
.849
.965
.932
.446
.851
.948
.866
.083
.640
.832
.461
.9Ju
ly63
.271
.353
.045
.260
.642
.849
.751
.448
.852
.854
.643
.835
.658
.4Au
gust
64.9
65.8
63.3
52.0
62.3
54.6
52.6
63.7
52.4
53.3
40.0
51.9
41.9
56.4
Sept
embe
r64
.263
.059
.052
.961
.755
.456
.059
.357
.063
.330
.048
.840
.458
.0Oc
tobe
r63
.463
.067
.559
.467
.166
.860
.265
.158
.473
.041
.059
.070
.860
.7No
vem
ber
77.3
72.3
74.5
64.0
70.5
75.7
67.1
68.8
64.2
66.0
33.4
60.7
74.0
70.3
Dece
mbe
r72
.772
.353
.556
.470
.275
.272
.474
.963
.872
.555
.470
.373
.977
.3
Aver
age
Daily
Occ
upan
cy
Ahm
'bad
Coim
bato
reIn
dore
Koch
iM
adur
aiM
ysor
eSh
imla
Thiru
v'pur
amUd
aipu
rVa
doda
ra
COM
POSI
TION
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
, Fou
r-
Star
&
Herit
age
Thr
ee-S
tar
& Tw
o-St
ar
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
Two-
Star
&
One-
Star
Thre
e-St
ar &
Two-
Star
Num
ber o
f Res
pons
es8
44
1110
912
136
65
108
8
Mon
day
54.8
%68
.3%
56.3
%54
.3%
62.6
%69
.4%
53.8
%57
.3%
43.5
%62
.0%
37.0
%44
.3%
40.0
%62
.6%
Tues
day
60.6
74.3
63.0
53.7
69.4
70.2
49.0
56.0
46.2
58.0
37.0
48.9
39.6
67.6
Wed
nesd
ay67
.677
.567
.052
.673
.472
.044
.763
.947
.360
.837
.052
.839
.871
.3Th
ursd
ay67
.478
.567
.059
.172
.171
.846
.166
.652
.764
.240
.051
.339
.972
.4Fr
iday
61.8
72.3
56.3
53.6
65.1
72.4
48.6
54.0
55.3
75.0
57.0
46.4
50.0
59.6
Satu
rday
50.8
55.0
45.3
58.3
50.4
72.0
54.1
53.9
55.2
86.7
67.0
42.7
52.6
47.8
Sund
ay49
.050
.846
.854
.843
.167
.849
.649
.851
.379
.254
.040
.849
.443
.6
Hyde
raba
dJa
ipur
Hyde
raba
dJa
ipur
TA
BL
E 4
-8:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
So
urc
es o
f R
eser
vat
ion
Page 58
Sour
ce o
f Adv
ance
Res
erva
tions
Ahm
'bad
Coim
bato
reIn
dore
Koch
iM
adur
aiM
ysor
eSh
imla
Thiru
v'pur
amUd
aipu
rVa
doda
ra
COM
POSI
TION
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
, Fou
r-
Star
&
Herit
age
Thr
ee-S
tar
& T
wo-S
tar
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
Two-
Star
&
One-
Star
Thre
e-St
ar &
Two-
Star
Num
ber o
f Res
pons
es10
44
1013
812
116
66
1010
9
Chain
CRS
(Cen
tral R
eser
vatio
n Sy
stem
)0.
1%0.
8%88
.0%
2.2%
0.0%
11.7
%1.
1%5.
9%0.
2%6.
7%4.
5%1.
5%0.
5%3.
9%Di
rect
Enq
uiry
/ Ho
tel R
epre
sent
ative
56.0
71.3
64.3
63.4
70.9
23.0
51.8
40.6
59.3
38.0
25.0
40.1
32.2
62.9
Glob
al Di
strib
utio
n Sy
stem
(GDS
)1.
50.
57.
11.
50.
41.
10.
40.
20.
20.
00.
51.
20.
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6Ho
tel /
Cha
in W
ebsit
e11
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01.
82.
76.
23.
410
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09.
32.
85.
37.
15.
7Tr
avel
Agen
t & T
our O
pera
tor
12.5
13.3
9.8
17.1
9.0
49.9
29.8
24.5
29.0
32.5
54.2
33.4
40.7
10.0
Othe
r Onl
ine
Rese
rvat
ion
Syst
ems
7.3
1.3
14.3
1.9
1.6
3.6
1.3
5.0
3.3
2.5
1.7
1.2
1.5
6.7
Othe
r Web
sites
4.2
0.5
1.8
2.7
3.4
3.3
2.8
6.1
3.7
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Othe
r7.
04.
50.
38.
58.
54.
02.
311
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35.
05.
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12.
4To
tal
100.
010
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010
0.0
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010
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100.
010
0.0
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010
0.0
100.
010
0.0
Mar
ketin
g M
edia
- Pe
rcen
tage
of H
otel
s Us
ing
Each
Med
ia
Ahm
'bad
Coim
bato
reIn
dore
Koch
iM
adur
aiM
ysor
eSh
imla
Thiru
v'pur
amUd
aipu
rVa
doda
ra
COM
POSI
TION
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
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r
Delu
xe, F
ive-
Star
& F
our-
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e-St
ar &
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Star
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e-St
ar &
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Star
Five
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r
Delu
xe, F
ive-
Star
, Fou
r-
Star
&
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age
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ee-S
tar
& T
wo-S
tar
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-Sta
r &
Thre
e-St
ar
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e-St
ar &
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Star
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e-St
ar &
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Star
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e-St
ar &
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Star
Four
-Sta
r &
Thre
e-St
ar
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e-St
ar,
Two-
Star
&
One-
Star
Thre
e-St
ar &
Two-
Star
Num
ber o
f Res
pons
es11
54
1013
812
115
66
1010
10
Cons
umer
Gen
erat
ed M
edia
(CGM
)27
.3%
0.0%
0.0%
10.0
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0%44
.4%
23.1
%7.
7%0.
0%16
.7%
16.7
%0.
0%10
.0%
0.0%
Dire
ct M
ail72
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.010
0.0
100.
083
.310
0.0
84.6
92.3
40.0
83.3
83.3
90.9
90.0
90.0
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l Web
Site
63.6
80.0
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080
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016
.716
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.320
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erch
andi
sing
27.3
0.0
0.0
30.0
16.7
44.4
15.4
23.1
0.0
33.3
33.3
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10.0
40.0
Othe
r Int
erne
t site
72.7
60.0
75.0
50.0
41.7
77.8
76.9
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Outd
oor A
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lemar
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ral M
arke
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9.1
0.0
0.0
30.0
0.0
22.2
0.0
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40.0
16.7
16.7
0.0
10.0
0.0
Hyde
raba
dJa
ipur
Hyde
raba
dJa
ipur
TA
BL
E 4
-9:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Mar
ket
ing
Med
ia
TA
BL
E 4
-10:
In
dia
n H
ote
l In
du
stry
– T
wel
ve
Oth
er C
itie
s: P
aym
ent
Met
ho
ds
Page 59
Paym
ent M
etho
ds U
sed
Ahm
'bad
Coim
bato
reIn
dore
Koch
iM
adur
aiM
ysor
eSh
imla
Thiru
v'pu
ram
Udai
pur
Vado
dara
COM
POSI
TION
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
, Fou
r-
Star
&
Herit
age
Thr
ee-S
tar
& T
wo-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar
& T
wo-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
Two-
Star
&
One-
Star
Thre
e-St
ar &
Two-
Star
Num
ber o
f Res
pons
es11
44
1012
912
136
64
810
7
Cash
Sal
es18
.9%
26.0
%7.
0%36
.8%
52.1
%12
.9%
45.8
%31
.2%
53.8
%44
.2%
56.3
%43
.5%
56.2
%42
.4%
Cred
it Ca
rd S
ales
39.0
64.8
47.0
34.7
30.1
28.3
24.9
35
.6
21.7
38.3
16.3
29.4
24.2
28.6
Cred
it Sa
les
(Oth
er T
han
Card
s)37
.3
5.3
43.7
24.5
15.5
57.2
25.2
28
.4
13.8
12.0
23.8
23.9
13.4
21.7
Elec
troni
c Fu
nd T
rans
fer
4.8
4.0
2.3
4.0
2.3
1.6
4.1
4.8
10.7
5.5
3.8
3.3
6.2
7.3
Tota
l10
0.0
100.
0
100.
0
100.
0
100.
0
100.
0
100.
0
100.
0
100.
0
100.
0
100.
0
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100.
0
Cred
it Ca
rds
Used
Ahm
'bad
Coim
bato
reIn
dore
Koch
iM
adur
aiM
ysor
eSh
imla
Thiru
v'pu
ram
Udai
pur
Vado
dara
COM
POSI
TION
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
, Fou
r-
Star
&
Herit
age
Thr
ee-S
tar
& T
wo-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar
& T
wo-
Star
Four
-Sta
r &
Thre
e-St
ar
Thre
e-St
ar,
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Star
&
One-
Star
Thre
e-St
ar &
Two-
Star
Num
ber o
f Res
pons
es7
44
1012
912
136
44
88
6
Amer
ican
Exp
ress
3.9%
19.5
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11.1
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8%21
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%0.
8%7.
0%3.
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9.5%
Dine
rs c
lub
10.3
2.8
1.
0
7.1
0.
5
1.0
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9
0.3
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7
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86.
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aste
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roca
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r2.
1
-
-
7.5
3.
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3.8
3.
82.
53.
8To
tal
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0
10
0.0
100.
0
10
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0
10
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0
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0
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age
Cred
it Ca
rd C
omm
issi
on
Ahm
'bad
Coim
bato
reIn
dore
Koch
iM
adur
aiM
ysor
eSh
imla
Thiru
v'pu
ram
Udai
pur
Vado
dara
COM
POSI
TION
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
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our-
Star
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e-St
ar &
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Star
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e-St
ar &
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Star
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-Sta
r
Delu
xe, F
ive-
Star
, Fou
r-
Star
&
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age
Thr
ee-S
tar
& T
wo-
Star
Four
-Sta
r &
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e-St
ar
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e-St
ar &
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Star
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e-St
ar &
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Star
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e-St
ar
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Star
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-Sta
r &
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e-St
ar
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e-St
ar,
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Star
&
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Star
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e-St
ar &
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Star
Num
ber o
f Res
pons
es5
44
1012
912
134
44
87
6
Amer
ican
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ress
3.0
3.5
3.4
3.5
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1.3
2.8
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rs c
lub
0.9
1.8
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1.8
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0.8
0.8
1.5
0.5
1.1
0.3
1.8
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terc
ard/
Euro
card
1.5
1.5
1.2
1.7
1.6
1.3
7.3
1.5
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2.0
1.7
2.0
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Visa
1.5
1.5
1.2
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r0.
30.
40.
00.
60.
30.
00.
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00.
00.
00.
60.
00.
0
Hyde
raba
dJa
ipur
Hyde
raba
dJa
ipur
Hyde
raba
dJa
ipur
TA
BL
E 4
-11:
In
dia
n H
ote
l In
du
stry
– T
wel
ve
Oth
er C
itie
s: T
ech
no
log
y
Page 60
Tech
nolog
y in H
otels
- Per
centa
ge of
Hote
ls Us
ing Ea
ch Te
chno
logy
Ahm'
bad
Coim
bator
eInd
ore
Koch
iMa
dura
iMy
sore
Shim
laTh
iruv'p
uram
Udaip
urVa
doda
ra
COMP
OSITI
ON
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,
Thre
e-St
ar &
Two-
Star
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,
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e-St
ar &
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Star
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Star
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e, Fiv
e-
Star
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ur-
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e-St
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Star
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e-St
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Star
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Star
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e, Fiv
e-
Star
, Fou
r-
Star
&
Herit
age
Thre
e-St
ar
& Tw
o-St
ar
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&
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e-St
ar
Thre
e-St
ar &
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Star
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e-St
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Star
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e-St
ar
& Tw
o-St
ar
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Star
&
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e Star
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e-St
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Star
&
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er of
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pons
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54
912
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135
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untin
g Sys
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ccou
nting
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ntral
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rvatio
n Sys
tem (C
RS)
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onic
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ard30
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y Man
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ent S
ystem
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66.7
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et / E
100.0
100.0
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et / W
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e10
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m60
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rea N
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ation
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int of
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tem fo
r Foo
d and
Bev
erage
80.0
80.0
100.0
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erty M
anag
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t Sys
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