As an independent hotel brand, it continued to be bullish about the growth of the segment. However, Gupta stated that independent brands preferred to remain autonomous and continued to tie up with soft brands to access global brands.
“As a part of our entry strategy into global markets, we have joined hands with Preferred Hotels and Resorts, which gives us access to their global sales, marketing and distribution channels,” he added.
Gupta stated that his brand continued to operate and manage hotels with their own distinctive service style and standard operating procedures (SOPs).
When quizzed about the internal and external factors that forced independent hotel owners to surrender to brands, he said that there could a number of reasons, and to isolate a few would not be judicious.
“However, for any partnership to grow positively, it is imperative that the owners and the management are aligned to a common agenda and growth plan,” Gupta stated.
“The hospitality and travel industry are highly sensitive to political and economic stability. That is, in fact, the basis for the growth of the industry,” he added.
Gupta stated, however, that the decision to collaborate with established brands or build an independent brand largely remained at the discretion of the owning company.
Big brands in the mid-market and upscale space and aggregators in the economy and budget space are calling the shots.
When asked how independent hotels stayed relevant in such a scenario, Gupta said, “The hospitality market today is operating on three key drivers, namely price, experience and brand.”
“All major players, regardless of whether they are independent brands, aggregators or global hospitality brands, are leveraging these to their advantage,” he added.
“Consumers today are choosing on the basis of their preference - price points, local sustainable experiences or uniform service or stay experience, as is expected of well-know brands,” Gupta stated.
“Large brands offer standardised operation formats and guidelines, which ease service delivery,” he added.
“However, independent brands offer a greater scope for customisation of guest experiences,” Gupta said.
If one includes sustainable, local and varied stay experiences, by offering, for instance, food and beverages, wellness and amenities, an independent hotel brand can, in fact, create a niche stay experience for its guests,” he added.
When asked about the different options that were available to make independent owners count among the competition, Gupta pointed out that service differentiation and customer delight were the mainstays for any independent brand.
“That, along with forging global partnerships for sales and marketing channels in the global distribution system (GDS) and online booking channels, will help independent brands stay relevant,” he added.
