hvs fhrai - indian hotel industry survey 2012-13

Secretary GeneralFederation of Hotel & Restaurant Associations of India (FHRAI)

thB-82, 8 Floor, Himalaya House, 23 Kasturba Gandhi MargNew Delhi - 110 001India

Tel: +91 (11) 4078 0780Fax: +91 (11) 4078 0777Email: [email protected]: www.fhrai.com

Price: FHRAI Members: `500 (per additional copy) FHRAI Non-Members: `700 International: US$50

© Federation of Hotel & Restaurant Associations of India, 2013Reproduction of data from within this publication is permitted provided that acknowledgement is accredited to the FHRAI and HVS India.

For more information, or additional copies of this document, please contact:

Table of Contents

Foreword from the President, FHRAI

About HVS

Synopsis and Key Highlights .................................................................................................................................. 1

Country Trends ............................................................................................................................................ 3

City Trends ................................................................................................................................................... 8

1. Indian Hotel Industry – Star Category ........................................................................................................... 17

2. Indian Hotel Industry – Inventory and Chain Affiliation .......................................................................... 26

3. Indian Hotel Industry – Seven Major Cities ................................................................................................. 34

4. Indian Hotel Industry – Thirteen Other Cities ............................................................................................. 45

The Federation of Hotel & Restaurant Associations of India is pleased to present the sixteenth annual edition of the Indian Hotel Industry Survey, in cooperation with HVS India. 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, thereby 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 thirteen 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 to take up various issues confronting the industry, both at the centre and state level. It is only when armed with accurate data that we can convince the policy makers to give us the importance and priority that our industry deserves to fulfil its potential in India's economic growth. Therefore, while we have basic data for 1,450 members (an increase from the 1,320 responses received last year), the financial data is not available for all of them. Though the major apprehension of each one of those members for not sharing the required information for this report might be the confidentiality of their data, members should rest assured that there is complete security of data by HVS.

We encourage feedback on the presentation and content of this report to enable us to improve it each year. We are thankful to HVS India for their continued support for this project as well as HVS Sustainability for having sponsored the current edition.

S M ShervaniPresident, FHRAIwww.fhrai.com

Foreword

HVS is the world's leading consulting and services organisation focused on the hotel, mixed-use, shared ownership, gaming, and leisure industries. Established in 1980, the company performs 4,500+ assignments each year for hotel and real estate owners, operators, and developers worldwide. HVS principals are regarded as the leading experts in their respective regions of the globe. Through a network of more than 30 offices and 450 professionals, HVS provides an unparalleled range of complementary services for the hospitality industry.

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, Nepal, Bhutan, and the Maldives. The different verticals based on the services offered by the HVS India are summarised below:

The Consulting and Valuation team comprises highly experienced industry professionals offering the utmost level of expertise and credibility. Our consultants understand the hotel business and have received qualifications from leading hospitality schools across the world, while also possessing actual hotel operating experience.

As a part of our Consulting and Valuation services, we offer the following:

• Market Studies • Feasibility Studies and Return-on-Investment Analyses • Development Strategy Recommendations • Valuations (Single Asset and Portfolio) • Market Entry Strategy Studies • Land Bid Evaluations and Residual Land Valuations • Investment and Transaction Advisory Services (Buy and Sell Side) • Operator Search and Management Contract Negotiations • Operational Audit & Advisory Services

Executive Search, another vertical to the base of services offered, entered the Indian subcontinent in 2001 and currently manages diverse portfolios across varied sectors. In India, HVS Executive Search has offices in New Delhi and Mumbai, and is among South Asia's first retained Executive Search practices. It provides advisory services to leaders of the hotel, restaurant, real-estate, manufacturing, retail, telecom, energy, and education industries. Practice areas include senior-level executive search, mid-management recruitment, and compensation consulting.

About HVS

CONSULTING AND VALUATION

EXECUTIVE SEARCH

HVS Marketing Communications (HVS MC) offers comprehensive strategic marketing and creative implementation support to upcoming and existing hotels in India and across the globe. Uniquely positioned as a strategic marketing consultancy powered by an innovative design/creative team, HVS MC specialises in proactive conceptualisation and consistent implementation of brand positioning, marketing strategies and creative communications, all with a focus on return on investment. Founded on HVS's renowned understanding of hospitality industry and its operations, HVS MC has the unique ability to create and implement successful marketing solutions for its clients and ensures brand maximisation through a consistent marketing approach. HVS Marketing & Communications services include conceptualisation and implementation of:

• Strategic Launch/Promotional Marketing and Media Plans • Brand Architecture, Identities and Manuals • Advertising and Creative Development Support • Proactive and Seamless Implementation

MARKETING AND COMMUNICATIONS

HVS Sustainability provides a range of business-driven consulting services helping hotel owners and operators reduce their operating expenses through diligent facility management and informed strategic investment into building equipment. We adapt our approach on an asset-by-asset basis and focus on the provision of financially-viable recommendations that can be immediately incorporated into both operational and capital plans for a particular property. Our unique approach leverages the resources and technical expertise of the world's leading engineers, facility management professionals, and equipment vendors. We further promote accessibility to conventional and non-conventional financing mechanisms for utility efficiency projects.

We specialise in the following:

• Benchmarking • Auditing • Project Implementation Support • Strategic Advisory

SUSTAINABILITY

The FHRAI Indian Hotel Industry Survey 2012-13, which will be referred as FHRAI Survey from here on, brings together the industry's key statistics and serves as an easy reference volume. We are grateful to all those who have contributed towards the same and look forward to increased participation in the years to come.

Kaushik VardharajanManaging Director

Bhoomija VadehraAnalyst

Tulika DasResearch Associate

®Additionally, ECOTEL is a prestigious environmental certification managed by HVS Sustainability specifically for the hospitality

sector. This certification enables hotels to become sustainable by primarily reducing the environmental impact of their business and becoming financially more viable and socially responsible.

HVS FOOD & BEVERAGE SERVICES

HVS Food & Beverage Services specialises in consulting and project execution of all aspects of the F&B business - restaurants, banquet/catering facilities, hotels, conference centres and private clubs. Specific services offered by us include:

• Restaurant, Bar and Events' Facility Appraisal • Market Overview for F&B Projects • F&B Feasibility Studies • F&B Consulting • Conceptualisation of F&B Solutions • Complete Project Execution • Management Contracts - Restaurants and Bars

Synopsis and Key Highlights

Introduction

The Indian hospitality industry has emerged as one of the key industries driving the growth of the services sector. The FHRAI Indian Hotel Survey 2012-13 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 also help owners benchmark the performance of their operations against industry standards and seek professional help if corrective measures are required.

Data Collection

The data for the FHRAI Indian Hotel Survey 2012-13 has been contributed by the member hotels of FHRAI. The FHRAI sends out a questionnaire to each of its members (numbering 2,505 hotels as of December 2013), of which 1,450 responded. The data received is then analysed and presented in this report.

Methodology

The data received from hotels participating in the Survey is sorted and filtered according to the objectives of the Survey. 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, amongst others are then presented under the following categories:

• Star: Five-Star Deluxe, Five, Four, Three, Two, and One Star, Heritage hotels, and Other hotels (which are not classified under any star rating).

• 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 covered in this report are Bengaluru, Chennai, Goa, Kolkata, Mumbai, Delhi-NCR, and Pune.

• Secondary Markets: The thirteen secondary cities presented in this report are Agra, Ahmedabad, Bhopal, Coimbatore, Gurgaon, Hyderabad, Indore, Jaipur, Kochi, Nagpur, Shimla, Thiruvananthapuram, and Vadodara.

Page 1

Qualifying Conditions

• While it is our endeavour to represent all the cities in India, we are limited by the data received from the 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 when sufficient responses are not available for each category.

• To facilitate better evaluation of data across comparable groups, the financial statements are presented through 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 this 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 financial 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 2012-13 (April-March). In the financial statements, 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.

Page 2

Key Trends

This section is divided into two parts: Country Trends and City Trends. In the first subsection, an overview is provided of the broad trends along with Survey findings related to key operating statistics that have been observed in the country in the past year. This is followed by the City Trends, which reflect HVS’s perception of each city, as well as our expectations with regard to its future performance.

An interesting trend to note is the correlation between the supply and demand growth, with the supply 1growing at 17.8% compounded annual growth rate (CAGR) and demand at 17.3% from 2008-09 to 2012-13 .

The fact that occupancy levels remained generally stable during this period despite strong increases in supply, is indicative of the healthy growth in demand. However, the occupancy performance is only part of the story; there appears to be a trend where hotels are dropping average rates to attract customers in the face of increased supply. As a result, HVS is of the opinion that a new customer mindset is emerging that is sensitive to the price instead of the traditional one, which was more loyal to a hotel/brand. As operators battle increasing departmental costs and owners struggle with debt service payments, hotel companies need to reconsider their rate strategies.

Country Trends

• Hotel Industry Performance – Growth in Demand and Supply: In 2012-13, the country experienced a 2slowdown in growth across sectors, as reflected in GDP growth of 5% . Despite this slowdown, the year

saw hotels maintain occupancy levels at a steady 60.4% (60.9% in 2011-12).

HVS estimated that major cities across the country witnessed a growth of 11% in hotel room supply in 12012-13, while demand exhibited a strong increase of 9.2% during the same period . The nationwide

results of this year's Survey, however, reveal that the average rates declined by 3.6% when compared to those in 2011-12 (Exhibit 1).

Page 3

1 HVS 2013 Hotels in India Trends and Opportunities Report

EXHIBIT 1: Occupancy and Average Rate – 2008-09 to 2012-13

• Increasing Contribution from Food & Beverage and Banquets & Conferences to the Revenue Mix: India continues to receive a greater contribution from both the Food & Beverage (F&B) and the Banquets & Conferences department. The Banquets & Conferences segment also recorded a year-on-year increase of 17.4% in PAR revenue in 2012-13 (`2,26,793) over that in 2011-12, while Food & Beverage recorded an increase of 4.2% in the PAR revenue (`5,41,494) for the same period.

63.1%

59.9%

62.1%

60.9% 60.4%

50%

55%

60%

65%

70%

1,000

2,000

3,000

4,000

5,000

2008-09 2009-10 2010-11 2011-12 2012-13

Occu

pan

cy (%)

Ave

rage

Rat

e (`)

Average Rate Occupancy

2 Economic Survey 2012-13, Ministry of Finance, Government of India

Exhibit 2 illustrates that the revenue contribution (in percentage of total revenue) from Rooms has seen a steady decline over the last five years, recording a negative CAGR of 4% between 2008-09 and 2012-13. Going forward, as the competition further increases in the market with the entry of new supply, we expect F&B revenues to continue to contribute a large portion of gross revenues as they are not solely driven by occupancies. Additionally, the burgeoning middle class and its propensity to spend will continue to augment demand for F&B across cities in India. With hotels focusing on the Banquets & Conferences segment in off-season months to beat seasonality, this department is also anticipated to increase its contribution to the total revenue pie.

Page 4

• Declining Net Income (as a percentage of total revenue): The FHRAI Survey results in the last five years have shown that Net Income as a percentage of the total revenue has consistently declined year-on-year, as witnessed by a CAGR of -5.7%. The year 2012-13 has seen a decline of 4.7% in Net Income as a percentage of revenue over the previous year. This phenomenon is mainly attributable to rising departmental costs, which are a result of rising inflation coupled with an increase in Energy costs. The last year also experienced an increase in departmental expenses as a percentage of total revenues, resulting in declining profits.

Exhibit 3 illustrates the FHRAI Survey trends in Revenue and Net Incomes over the past five years.

EXHIBIT 2: Sources of Revenue – 2008-09 to 2012-13

60.5% 56.7% 57.2% 55.2% 52.2%

25.6% 28.6% 27.0% 27.9%29.0%

8.8% 8.9% 9.6% 10.4% 12.2%

5.0% 5.8% 6.2% 6.5% 6.6%

0%

20%

40%

60%

80%

100%

2008-09 2009-10 2010-11 2011-12 2012-13

Rooms Food & Beverage Banquets & Conferences Other

CAGR-4%

2 HVS 2013 Hotels in India Trends and Opportunities

EXHIBIT 3: Revenue and Net Income – 2008-09 to 2012-13

• Increasing Utility Costs: Energy costs continue to rise and pose a challenge to the hotel industry. The Survey, this year, has revealed a rise of 13% in PAR energy costs (`1,82,067) over that in the previous year (`1,61,479). Additionally, the Survey results show that only 26% of the hotels surveyed have an energy management system in place across India (Table 1-10). The rise in Energy costs coupled with the limited conservation measures employed highlight the dire need for sustainable practices to be used in the industry.

2 HVS is currently tracking a proposed supply of 84,650 branded rooms , of which 60% is actively under development and is expected to enter the Indian hotel market over the next five years. Given the anticipated increase in hotel room supply, together with a high inflationary environment, HVS re-emphasises the need for operational efficiency and sustainable practices in order to curtail further decline of profitability. Going forward, companies like HVS Sustainability can assist hotels in improving their financial performance along with the environmental and social one.

• Continuing High Manpower to Room ratios: Employee-to-room ratios in India continue to be on the higher side when compared with global benchmarks, almost twice as much. The all India average of employee-to-room ratio stands at 1.6. This can be attributed to the large chunk of four star and three-star hotel respondents, which have an average employee-to-room ratio of 1.7. Typically, hotels in India provide services and facilities beyond their positioning; hence, they require more manpower.

With rising manpower costs, the higher ratios are posing a problem to hotel companies. Hence, companies are now seeking ways to rationalise employee-to-room ratios and cut down on payroll costs, which will improve operational efficiency. Effective manpower management is the need of the hour along with effective training programmes. The training programmes include cross exposure to other

37.9%

33.8%32.4%

31.4%30.0%

0%

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200

400

600

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EXHIBIT 4: Market Mix – 2012-13

departments, hotels and brands, consequently incentivising staff and simultaneously training them to multitask. This training focusing on multitasking would save on manpower and reduce payroll costs, leading to overall increase in efficiency.

Additionally, given the increasing supply of new hotels entering the country, effective training should be accompanied by growth opportunities for existing employees and sound retention policies, to keep good talent from moving to the competition. This will also help stabilise costs over time, as companies need not incur fresh costs in hiring replacements.

• Changing Source Markets: The United Kingdom and the United States of America are the largest international source markets for the Indian hospitality sector, contributing 23% of the overall demand in 2012-13. However, it has been observed that their share continues to decline as witnessed by the 4.3% drop this year as compared to last year’s arrivals. This may be attributed to the fact that Indian hotels have seen a greater contribution from the Middle East, Russia, and the SAARC nations. The rise in visitation from Asia and the Middle East may be attributed to the improved connectivity, easier visa norms and infrastructure development.

• Market Mix and Declining Seasonality: The Indian hotel industry continues to cater to the Business traveller, who contributes the largest share to the market mix at 39%(Exhibit 4); this is primarily due to the fact that most hotels are situated in business cities. The Survey also reveals an increase in the growth of Meeting Participants segments (fewer than 100 and more than 100 attendees). As mentioned earlier, it has been noticed across the country that hotels are targeting Banquets & Conferences in off-season months with attractive packages and rates in order to off-set the low occupancies experienced during the traditionally slow season.

Additionally, both the Domestic Business and the Domestic Leisure traveller have continued to show resilience and maintain their share of the pie and overall length of stay, when compared to the nationwide average from last year's survey. While the real growth in 2012-13 came from the Domestic travellers, it is interesting to note that India also experienced an increase of 5.4% in foreign tourist

3arrivals (FTA) .

3 Annual Report 2012-13 Ministry of Tourism

Table 1 illustrates the nationwide key operating statistics of the respondents of the Survey.

1.30%

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8.90%

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Airline Crew

Business Traveller - Domestic

Business Traveller - Foreign

Complimentary Rooms

Domestic - Tourists/Leisure FIT

Foreign - Tourists/Leisure FIT

Meeting Participants (Less than 100 Attendees)

Meeting Participants (Over 100 Attendees)

Tour Groups - Domestic

Tour Groups - Foreign

Other

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Page 7

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City Trends

Table 2 illustrates average occupancy and rate for 33 cities/regions across the country over the last five years culled from the FHRAI 2012-13 Survey results. This is followed by HVS's viewpoint on the demand-supply scenario and performance of the 20 identified hotel markets, based on in-house research and data from‘HVS 2013 Hotels in India Trends & Opportunities’.

TABLE 2: Average Occupancy and Average Room Rate: 33 Cities/Regions in India

Page 8

City 2008-09 2009-10 2010-11 2011-12 2012-13 2008-09 2009-10 2010-11 2011-12 2012-13

All India 63.1% 59.9% 62.1% 60.9% 60.4% 4,487 4,149 4,578 4,677 4,507

Agra 54.8% 57.0% 63.2% 68.3% 60.3% 4,211 2,482 3,968 3,974 4,381

Ahmedabad 63.7% 65.7% 67.6% 65.1% 63.0% 4,039 3,367 3,234 3,650 3,902

Aurangabad 56.5% 57.9% 59.5% ID 49.0% 2,289 2,850 2,612 ID 3,203

Bengaluru 56.5% 52.6% 53.8% 58.7% 56.6% 9,757

6,766

5,838

6,849 5,533

Bhopal 72.2% 66.1% ID 78.0% 72.4% 2,639

3,110

ID 3,827 4,300

Chandigarh 79.6% 69.1% 70.4% ID 65.4% 3,716

4,780

4,544

ID 3,639

Chennai 64.6% 65.6% 64.8% 69.1% 69.8% 4,678

4,083

5,508

4,365 4,345

Coimbatore 72.1% 75.5% 72.8% 66.5% 61.3% 3,255

3,236

3,989

4,100 3,655

Darjeeling ID 47.2% ID ID ID ID 3,193

ID ID 2,253

Delhi - NCR* 64.8% 64.6% 59.0% 61.4% 57.1% 6,087 6,985 6,763 7,319 7,455

Pune 65.5% 53.2% 53.3% 53.2% 57.8% 4,951

3,921

3,140

3,293 2,724

Raipur 64.3% 39.0% ID ID ID 1,087

1,521

ID ID ID

Shimla 52.7% 48.0% 42.7% 47.8% 56.5% 1,766

1,790

2,267

1,904 2,636

Thiruvananthapuram 57.9% 55.3% 61.8% 60.9% 57.1% 1,570 1,422 1,380 2,330 1,474

Ootacamund 58.1% ID ID ID ID 1,956 ID ID ID ID

Udaipur 51.6% 47.0% 55.2% 52.1% 59.5% 7,319 3,543 7,406 2,081 4,449

Vadodara 77.9% 65.6% 77.8% 71.7% 68.0% 2,779 4,360 3,703 3,901 3,698

Visakhapatnam 69.0% 62.1% 76.3% ID 63.3% 3,687 2,809 5,431 ID 3,367

Gurgaon 65.5% 61.0% 8,122 7,776

ID: Insufficient Data

*New Delhi - NCR data including Faridabad, Ghaziabad, Gurgaon and NOIDA (Shaded Portion), rest excluding Gurgaon data

Average Room Rate(` )Occupancy

Goa 61.7% 63.1% 64.4% 69.5% 67.7% 5,378 4,757 7,807 5,856 5,749

Hyderabad 56.3% 58.8% 53.3% 55.4% 55.7% 4,730 5,137 4,152 4,020 3,856

Indore 68.7% 65.2% 65.4% 57.9% 61.4% 1,933 1,814 1,869 2,590 2,631

Jaipur 61.4% 57.7% 64.0% 59.4% 58.6% 4,472

4,059

3,071

3,447 3,490

Jodhpur 51.0% 43.2% 49.2% 48.8% 46.3% 3,964

4,552

5,519

7,005 8,431

Kochi 67.4% 64.4% 74.2% 81.1% 71.5% 2,062

2,806 1,528

1,536 2,882

Kolkata 69.6% 64.5% 65.4% 67.1% 67.1% 5,342 4,880 4,788 5,302 5,461

Kullu-Manali 50.9% ID ID ID ID 3,716 ID ID ID ID

Lucknow 63.0% 58.7% 59.8% 63.3% 65.0% 2,491

5,109

2,393

2,966 3,047

Mount Abu 69.4% 67.5% 63.0% ID ID 1,823

2,159

2,821

ID ID

Mumbai 71.2% 67.2% 69.0% 73.5% 71.5% 6,822

5,833

5,087

6,063 5,971

Mussoorie 48.0% 45.9% 52.5% 39.4% ID 4,099 6,078 5,817 4,807 ID

Mysore 67.7% 67.7% 71.4% 62.4% 65.7% 2,340 2,637 4,634 1,973 3,738

Nagpur ID 61.5% 76.6% ID 54.1% ID 3,132 2,314 ID 3,018

Seven Major Cities

Bengaluru

Given the travel time, distances and new hotel supply in different parts of the city, Bengaluru has witnessed the formation of micromarkets. The city remains heavily dependent on Commercial demand with peak occupancy being recorded from Monday to Thursday. Bengaluru's hotel market relies heavily on the IT/ITeS sector with a high foreign-to-domestic-guests ratio, making it more vulnerable to global economic changes than most other cities in the country.

The city experienced an increase in supply of 10.7%, while demand grew by 9% resulting in only a marginal drop in occupancy. The year saw the entry of mid market and budget hotels; consequently, the marketwide average rate declined by 4.5%. The Central Business District (CBD), with the highest concentration of luxury and upscale hotels, witnessed a marginal drop in average rate while still maintaining near similar occupancies as last year. Whitefield, with budget, mid market, and upscale hotels saw an increase in occupancy and a decrease in average rate. Electronic City, with mostly budget and mid market hotels recorded declining occupancy owing to new supply but no marked increase in average rate. The newly formed micromarkets of ORR South and Yeshwantpur saw a rise in branded supply and increase in occupancies and rates, with new hotels ramping up operations.

Going forward, Bengaluru is anticipating 10,700 hotel rooms to enter the market in the next five years; this, coupled with approximately 50% increase in office supply and overall vacancy rates below 15% makes us bullish about the future outlook for the hotel market here.

Chennai

Chennai is the southern financial capital of the country and its diversified economy consists of the finance sector along with the growing auto and auto-ancillary sector, manufacturing, and IT/ITeS sectors. The city has witnessed a significant increase in hotel supply over the last 18 months mainly in the luxury and upper upscale segments. As a result, occupancy and average rates have declined; however, demand for hotels has witnessed steady growth across all areas in the city.

Going forward, Chennai is expected to witness a substantial increase in supply over the next two to three years especially along Old Mahabalipuram Road (OMR), and consequently, further pressure on occupancy and average rate is anticipated. However, with considerable investment in infrastructure projects, we anticipate steady growth in the office, retail and residential sectors, which will in turn drive growth in demand across different segments for hotels. The Commercial segment continues to be the largest for the city with demand generated from the finance sector in the CBD, manufacturing and automobile companies in the industrial pockets of Sriperumbudur, Irungattukottai and Oragadam located along the periphery of Chennai, and from OMR, widely known as the IT Corridor of Chennai. The growth of commercial activities in these areas along with the development of Omega Township, a 1,500-acre industrial and residential zone about 50 km south of Chennai, is expected to support continued growth in demand in the Commercial and Extended Stay segments. Additionally, with the opening of hotels with large meeting and conference facilities, we expect the city to start witnessing large-scale conventions and events. Moreover, the opening of the new international and domestic airport terminals is anticipated to increase air traffic and consequently, Airline demand for hotels in the city.

Goa

Goa continues to show year-on-year growth, both in marketwide occupancy and average rates. Much of the growth over the past four years has been domestically driven, with improved visitation during the summer and monsoon periods (June to October). As a result, it has reduced the sharp seasonality that was inherent in the market and helped mitigate the large occupancy gap between seasonal peaks and troughs. Average room rates, though, continue to vary significantly between the strong foreign-tourist dominated winter months

Page 9

and the domestically driven summers and monsoons. Growth in FTA has been driven by a year-on-year increase in charter business to Goa. While Russia, United Kingdom, and Scandinavia remain the major feeder markets for the Foreign Leisure segment, Goa has lately seen a strong growth in demand emerging from the CIS (Commonwealth of Independent States) countries. Another segment that has seen recent growth is Meetings and Conferences especially since the opening of the Grand Hyatt that offers extensive meeting facilities. Goa is India's preferred destination for company off-sites, conferences, incentive programmes, and social events.

However, lack of quality infrastructure continues to be a major hurdle in the overall progress of the state. Although, the new integrated terminal at Dabolim Airport is ready and scheduled to begin operations in January 2014, there is high uncertainty associated with the development of the new international airport at Mopa. Historically, supply growth in Goa has been moderate; however, the current government's promptness in rewarding necessary licenses and permits has resulted in a strong pipeline of hotel projects that are under active development. We view this as a positive sign and a welcome development for a state that displays strong demand growth every year.

Goa continued to witness a marginal increase in occupancy in 2012-13 over that in the previous fiscal. During the same period, average rates exhibited a healthy increase. Due to a robust charter season coupled with strong growth in domestic demand, we expect this trend to continue in the current fiscal.

Kolkata

Kolkata is the regional headquarters for a number of domestic and international companies, banks and financial institutions, such as ITC Limited, Britannia Industries, Coal India Limited, Allahabad Bank, and United Bank of India. Despite being a major metro, Kolkata has seen limited hotel supply in the last five years; consequently, the city boasts of high and stable occupancy and steady growth in average rates.

Demand in the city continues to be driven by PSUs and domestic companies, insulating the city from global economic changes. Kolkata is also a preferred location for conferences and seminars in the eastern part of the country. This is due to facilities such as the Science City and Milan Mela, located along Eastern Metropolitan Bypass, which are favoured destinations for large conferences, seminars, and exhibitions.

The past three to four years have also seen rapid development along the city's eastern periphery into areas of New Town (Rajarhat) and Salt Lake. Prominent IT/ITeS companies have set up operations in these areas with some companies also moving from the CBD to New Town. Kolkata has recently seen some modernisation with the opening of the Netaji Subhash Chandra Bose International Airport, which has triple the airport capacity than before.

HVS is currently tracking 3,511 rooms that are proposed to enter the market with 64% of them under active development. Like most other cities, the proposed supply is primarily in the upscale and mid market segments; consequently, we anticipate occupancy to be subdued while average rates are expected to experience moderate growth.

Mumbai

Mumbai, the state capital of Maharashtra, is also India's financial capital and its largest trading port. This metropolitan city makes an important contribution to the economy of Maharashtra as well as to India on the whole. The main industries in and around Mumbai are pharmaceuticals, textiles, gems and jewellery, film equipment, automotive parts, food processing, electronics, manufacturing, IT/ITeS related businesses, financial services, and petrochemicals. The city is also home to Bollywood, India's largest film industry and also one of the largest film industries in the world.

With several offices shifting base to business districts across North Mumbai, hotels here were positively impacted while those in South and Central Mumbai continued to witness drop in demand. Additionally, various micromarkets in North Mumbai such as Bandra Kurla Complex (BKC), Andheri, Malad, Goregaon

Page 10

and Vikhroli amongst others are witnessing continuous additions to office stock, which is expected to fuel demand for hotels located in these micromarkets. Going forward, these areas are anticipated to witness new hotel supply.

With supply increase in the branded space over the next year expected to be almost negligible, we estimate marketwide occupancy to continue improving. We anticipate a majority of hotels to give precedence to growth in occupancy to capture a larger market share, thereby we believe average rate to witness a decline and thereafter to grow marginally. However, as new hotels enter the market in the medium-to-long term, we expect the city to witness some occupancy and average rate pressure before stabilising in the long term.

The robust nature of the hotel market along with infrastructure development such as the metro and monorail, upgradation of the existing airport, and the opening of the Bombay Port Trust Road amongst others, leads us to be bullish in our long term outlook for Mumbai.

Delhi-National Capital Region (NCR)

In the Delhi-NCR region are included hotels located in Delhi, NOIDA, and Greater NOIDA. Delhi, the administrative capital of India, houses several government bodies and embassies of various countries. Additionally, the city is regarded as one of the largest commercial hubs across the country. Over the last decade, the central administration has worked towards improving the infrastructure of the city, which is evident in the development of several flyovers, arterial roads, and expansion of the Delhi Metro. The city also acts as the aviation hub for the country as Indira Gandhi International Airport provides connectivity to various cities within the country and around the world.

In the past few years, Delhi has witnessed the addition of several new hotels, primarily in the western and eastern parts of the city that have displaced demand from South and Central Delhi hotels. This has led to a decline in the overall performance of hotels situated in and around the CBD area. We anticipate this trend to continue in the short term. As per the Trends and Opportunities Report 2013, also published by HVS, around 5,200 rooms are expected to be developed in the various submarkets in Delhi, with a majority of them located within Aerocity. We expect the development of these hotels to put pressure on the marketwide occupancy and rates in the short-to-medium term. However, owing to the collective meeting facilities and inventory these hotels offer and their proximity to the airport, we expect them to induce demand in the Meetings & Conference segment. Therefore, our outlook for the market remains positive in the long term.

For little over a decade, NOIDA and Greater NOIDA have developed into hubs of industrial activity and have, therefore, received focus from hotel developers in recent times. However, with lack of demand for branded hotel rooms coupled with a substantial increase in hotel room supply, performance of hotels within these micromarkets has been declining. HVS is tracking a proposed supply of 5,615 rooms in NOIDA and Greater NOIDA, of which 28% are actively under development and are expected to open over the next five years – an increase of 87% over the existing base. Given such significant supply increase, we anticipate considerable occupancy and average rate pressure over the next few years.

Pune

Pune is the second-largest city in the state of Maharashtra, and is also known as the cultural and educational centre of the state. The economy of the city is centred on manufacturing and forging industries and more recently on the automobile manufacturing and IT/ITeS sectors. Unlike other major cities, Pune lacks a conventional CBD and demand for hotels is predominantly generated from the industrial pockets of Pimpri, Chinchwad, Talegaon, Chakan, and Rajangaon, along with the IT hubs of Hinjewadi, Magarpatta and Kharadi. In 2012-13, the city witnessed a growth in occupancy as growth in demand outpaced change in supply. Demand growth was fuelled by new projects being set up in Talegaon, Chakan, and Hinjewadi. Additionally, the city witnessed tremendous increase in Meetings, Incentives, Conferences & Events (MICE) demand as it played host to several large-scale conferences and weddings. As hotels continued to focus on building occupancy levels, average rates declined moderately in 2012-13 when compared with those in 2011-12.

Page 11

Going forward, in the short term, we anticipate strong growth in demand, led by the IT/ITeS sector. Demand from the manufacturing sector, however, is expected to be subdued owing to the slowdown in the automobile industry. Increase in supply is anticipated to be moderate over the next two to three years and will mainly be concentrated in the pockets of Hinjewadi, Chakan and Nagar Road. With steady growth in demand and modest increase in supply, we expect occupancy levels to continually improve. Average rate growth, however, is expected to remain muted in the short term.

Thirteen Other Cities

Agra

Along with Delhi and Jaipur, Agra is a vital component of the immensely popular Golden Triangle leisure itinerary in the country. Historically, the destination has largely focused on attracting demand from the Individual and Group Leisure segments. With the opening of the Yamuna Expressway linking Greater NOIDA to Agra in August 2012, which has significantly improved connectivity with Delhi-NCR, the city has witnessed a surge in MICE demand. Also, with travel time reduced by half, growth in demand from the Individual Leisure (Domestic) segment has seen a spurt especially during holidays and extended weekends. This growth in demand, coupled with limited new branded room supply, resulted in an increase in both occupancy and average rate in 2012-13 as compared to that in 2011-12.

Going forward, we expect continued growth in demand from the MICE and Individual Leisure (Domestic) segments. Moreover, the city is anticipated to see the opening of over 750 rooms within the budget and mid market space over the next three to four years. HVS believes that the addition in new supply will cause some pressure on occupancy and average rates in the short term; however, we are of the opinion that the development of midscale and budget hotels will fuel the growth in demand from the Domestic Leisure segment. Furthermore, the recent introduction of domestic flights to the existing airport and the proposed construction of a new civilian airport terminal is anticipated to improve connectivity and enhance tourism for Agra.

Ahmedabad

Ahmedabad continues to grow rapidly as one of the important commercial hubs in the country. Room night demand in Ahmedabad, driven primarily by the Commercial segment, is generated by companies located in the CBD (Ashram and CG Road) with the industrial clusters along the periphery of the city. In the past few years, owing to rapid development in the commercial sector, the Sarkhej Gandhinagar Highway (SG Highway) along with the neighbouring areas of Prahlad Nagar and Satellite Town has gradually developed into an alternate CBD. Furthermore, industrial clusters of Bol-Sanand and Vitthalapur are emerging as the new automobile hubs with the existing Tata Nano plant and Ford and Maruti factories under development. Other multinational corporations like Bosch, Hitachi, Baosteel, and Nestle are also developing units in these upcoming industrial estates.

These commercial developments have led to a surge in room night demand in Ahmedabad. Also, seven new hotels with a combined inventory of 700 rooms opened in the city in 2012-13. Thus, while the city has seen a double-digit demand growth, supply has outpaced demand resulting in a decline in occupancy and average rate in 2012-13. This trend is likely to continue in the short term as an additional ten hotels with an aggregate supply of 1,500 rooms are expected to enter the market over the next two years (of which four hotels with an aggregate supply of 400 rooms have opened till November 2013). In the medium to long term, as new developments like Gujarat International Finance Tec-City, Mindspace, Sabarmati Riverfront Project and industrial activity along the western periphery of the city gain momentum and as supply pressure reduces, we anticipate occupancies and average rates to stabilise and improve thereafter.

Page 12

Bhopal

Bhopal's economy is driven by electrical goods, cotton, handicrafts, and jewellery. The city is also home to the Govindpura Industrial Estate, which houses the BHEL manufacturing plant. Additionally, areas such as TT Nagar and Maharana Pratap Nagar (MP Nagar) continue to see a growth in financial institutions, banks, service providers such as telecommunications companies, and insurance firms.

Bhopal also serves as a rail and road hub, and it is amongst the best connected cities in the country. It provides daily transport to prominent tourist destinations in Madhya Pradesh such as Ujjain, Jabalpur, Gwalior, Khajurao, and the renowned Buddhist Stupas of Sanchi, located 46 km northeast of Bhopal. Currently, the hotel market is largely unorganised, consisting of small boutique and heritage properties. Going forward, we expect the market to grow and attract Commercial, MICE, and Leisure business in the medium to long term.

Coimbatore

Coimbatore, situated along the western extremity of Tamil Nadu and surrounded by the Western Ghats, is one of the fastest growing Tier II cities in India. The city is a municipal corporation as well as headquarters of the Coimbatore district.

Coimbatore is one of the most industrialised cities in Tamil Nadu and is known for textiles, information technology and healthcare. It is increasingly well-known for its high quality yet affordable healthcare. The medical facilities in Coimbatore generate demand from neighbouring towns in Tamil Nadu and Kerala as well as from overseas locations like Sri Lanka, Malaysia, and Singapore. Coimbatore also has more than 25,000 small to large-scale industries, and major SEZs such as Coimbatore Hi-Tech Infrastructure and IT SEZ by Electronics Corporation of Tamilnadu (ELCOT) near Peelamedu. The city continues to see the entry of new IT parks and is next only to Chennai in IT software production in the state. Coimbatore also has a large manufacturing industry producing automotive components, pumps and wet grinders. It is served well by road, rail and an international airport making the city easily accessible.

Traditionally, the city has supported a small base of hotel rooms, predominantly in the mid market and budget segments catering to demand emanating from the Commercial and MICE segments. However, in the last few years, the city has seen the entry of international and branded players such as Le Meridien, Aloft, Park Plaza, and Vivanta by Taj.

Gurgaon

Gurgaon, the second-largest city and the industrial and financial centre of Haryana, is located south of the national capital. Over the past decade, Gurgaon has emerged as the preferred choice for relocation for many of India's, and in particular, Delhi's multinational companies due to its proximity to the Indira Gandhi International Airport and lower rentals as compared to Delhi. Additionally, Gurgaon's connectivity with Delhi has improved over the last few years with the development of the Delhi-Gurgaon Expressway and the Delhi Metro.

The Commercial segment has, over the years, established itself as Gurgaon's strongest demand generator. The demand generators for this segment in Gurgaon are widespread and traditionally include IT/ITeS, pharmaceutical, manufacturing, and organisations in the services sector such as banks, telecommunications, and consulting firms. Furthermore, increasing Commercial demand is being generated by infrastructure and construction companies as new projects are continually launched in the city.

Over the past few years, Gurgaon has continued to witness strong year-on-year growth in demand for room nights, making it one of the strongest markets in the country. In 2012-13, Gurgaon witnessed the supply for room nights outpace its demand, which resulted in a decline in occupancy and average rates. However, in the medium-to-long term, with relatively slow paced growth in supply coupled with continuous growth in commercial development in and around the city, our outlook for the Gurgaon market remains buoyant.

Page 13

Hyderabad

Hyderabad, the capital city of Andhra Pradesh, has evolved into a bustling metropolis and IT city with 75% of its commercial space occupied by IT/ITeS companies. Demand is primarily Commercial in nature followed by MICE. In the recent past, the city has also witnessed the establishment of the first International Convention Bureau, set up with an aim to market Hyderabad globally as an attractive MICE destination and generate demand for the city hotels. Hyderabad's economy benefits from industrial parks and SEZs spread across the western boundaries of the city in Madhapur and Gachibowli. Hyderabad Information Technology and Engineering Consultancy (HITEC) City in Madhapur is spread over 1,500 acres of land and has primarily IT/ITeS developments. As Madhapur is reaching saturation levels, business is expanding to Gachibowli, which now houses the Indian School of Business, Microsoft, Polaris, and the Infosys campus. Together with Gachibowli, HITEC is now the leading demand generator for most of the hotels in Hyderabad.

However, in the past few years Hyderabad witnessed wide-spread disturbance due to the demand for Telangana state. This resulted in a loss in investor confidence with business getting affected throughout the city. We believe that the current uncertainty will continue to have a negative impact on new investments and that investor sentiment will remain muted until this situation is resolved.

During the past year, Hyderabad has witnessed an increase of 20% in supply and HVS is currently tracking a supply of 5,433 rooms over the next five years, with an 87% probability factor of these rooms actually opening for operations. A majority of the supply is expected in the areas of Gachibowli and HITEC City. HVS is of the opinion that although demand will continue to grow, the impending supply pressures are likely to keep the occupancy and average rates fairly muted in the short run.

Indore

Indore, the largest city of Madhya Pradesh, is also the economic and commercial capital of the state. The city is well connected and served by Devi Ahilyabai Holkar International Airport, which is also a hub for international cargo. The hotel demand in the city is primarily Commercial, originating from the Pithampur and Dewas industrial areas. Textile manufacturing and trading remain key economic activities. Indore is a key centre for major automobile units like Force Motors and Eicher Motors. Other key manufacturing units that are housed in Pithampur Industrial Area, located 22 km from Indore, are Bridgestone, Larsen & Toubro, TATA Steel, Panasonic Energy, Cipla, and Ipca Laboratories. Asia's largest auto testing track is being built in the industrial town of Pithampur to cater to the growing automobile industry of the country. Indore is also the closest major town to the famous Hindu pilgrim destinations situated in Ujjain and Narmada and, hence, the city receives a limited amount of Leisure demand.

The city hosts the prestigious Global Investors Summit (GIS) attracting investors from more than 20 countries. The third GIS, held on 18-20 October 2012, attracted considerable interest from companies such as Future Group, TCS, Steel Authority of India Limited, and Bharat Forge. Going forward, Indore can expect to see planned investments, which are anticipated to create jobs and boost the economy of the city and state.

The current landscape consists of mid market and budget hotels and we are currently tracking 230 rooms in the branded budget space. The Indore hotel market is expected to benefit from the anticipated investments and expansions in Indore and limited increase in hotel supply.

Jaipur

Jaipur ranks amongst the top leisure destinations of the country. The city has witnessed a rapid growth in hotel supply over the last two to three years with the opening of several new properties across different positionings in various pockets of the city. Consequently, the city has come under some occupancy and ARR pressure; however, demand for hotels still continues to be robust and has shown steady year-on-year growth.

The Leisure segment, though highly seasonal, still continues to be the top draw for the city. With more hotels now being available in the city at a budget to mid market positioning, the Domestic Leisure segment has

Page 14

witnessed healthy growth over the last two to three years. Furthermore, MICE as a segment has become increasingly favourable with the opening of hotels like the Fairmont, LaLit, and Marriott that offer large room inventories as well as significant meeting spaces that cater to large-scale events. ‘Destination Weddings’ have become synonymous with the city, with hotels offering an ideal setting and historical splendour to host grand Indian weddings. Jaipur's much improved highway connectivity with Gurgaon and Delhi, in addition to the competitive room rates, make it ideal for short-stay conferences and events.

Going forward, the city is expected to see a further increase in supply over the next three to four years. While this is anticipated to result in further occupancy and rate pressures, supply pace in the long term is anticipated to be slow. Furthermore, airline connectivity is anticipated to improve considerably, thereby, providing a further fillip to the growing MICE and Domestic Leisure segments of the city. Overall, our outlook for Jaipur over the long term remains positive.

Kochi

Kochi, formerly known as Cochin, is located in the north of Kerala, off the Arabian Sea shore. Although, Thiruvananthapuram is the state capital of Kerala, Kochi is regarded as the commercial capital due to its well-developed port facilities and commercial centres. The city also has one of the highest literacy rates and human indices for development in the country.

In addition to serving the role of Kerala's commercial hub, Kochi acts as the gateway city to the states's most popular tourism circuit comprising Marari, Alleppey, Kumarakom, Thekkady, and Munnar. Consequently, the Commercial segment driven primarily by the shipping and port sector constitutes a major portion of demand accommodated by hotels. Going forward, the planned development of Smart City, a ̀ 3,000-crore IT Township spread across 250 acres, will augment the growth of Commercial demand. Over the last few years, MICE and Leisure segments have also gained share and further growth is expected with the opening of new hotels such as the Crowne Plaza with its extensive meeting facilities.

Going forward, we are tracking approximately 2,000 rooms planned to enter the market over the next few years. About 60% of the new supply lies in the budget and mid market space; in our opinion this trend bodes well for the market as it is anticipated to drive growth in demand from the Domestic Leisure segment.

Nagpur

Nagpur, a major commercial and political centre in the Vidarbha region of Maharashtra, is the third-most populous city after Mumbai and Pune in the state. The Vidarbha region holds two-thirds of the state's mineral resources and three-quarters of forest resources, making Nagpur a power centre. Located at the geographic centre of the country, the city enjoys relatively easy access to major cities like New Delhi, Mumbai, Hyderabad, and Bengaluru due to NH-7 and NH-6, which run north-south and east-west, respectively. The city's economy is largely dependent on trading, manufacturing and agriculture. The future of the city also hinges on the Multi-Modal International Hub Airport Nagpur (MIHAN) planned over 4,354 hectares and targeted to be a hub for both passengers and cargo, handling 14 million passengers and over 8.7 lakh tonnes of cargo a year.

Historically, majority of demand for hotel room accommodation in Nagpur originated from industrial estates like Butibori, Hingna and Wadi; however, over the years the demand generation capacities from these industrial estates has reduced. Bulk of the Commercial demand is now being generated by financial services, banking and trading companies located within the city's CBD. Demand from sectors such as telecom, pharmaceuticals, and insurance has also been growing consistently. Nagpur also attracts some Leisure demand given its proximity to tiger reserves such as Pench and Kanha.

Page 15

Shimla

Shimla, the capital city of Himachal Pradesh, is one of the earliest established hill stations in India and amongst the top leisure hill destinations (by annual visitors) in North India. The city receives a large majority of Domestic Leisure travellers, given its proximity to key cities such as Delhi, Ludhiana, Jalandhar, Chandigarh, and Amritsar. The highlight of the travel experience to Shimla is the 2.6-metre-wide narrow gauge rail network between Kalka and Shimla that has also been recognised by UNESCO as a World Heritage Site.

Shimla's economy is primarily driven by travel & tourism and agriculture. Recently, there has been a growth in the inventory of budget and mid market hotel rooms in Shimla. With respect to the luxury and upscale positioning, the Oberoi Cecil, Wildflower Hall, and Radisson are the three operating hotels. We are currently tracking 200 rooms in the branded mid market space and anticipate this to support the Domestic Leisure demand.

Thiruvananthapuram

Formerly known as Trivandrum, Thiruvananthapuram is the capital city of Kerala. Apart from being a political hub, it is also home to major academic institutions with the most prominent ones being Indian Space Research Organisation (ISRO), Vikram Sarabhai Space Centre (VSSC), and Rajiv Gandhi Centre for Biotechnology. Historically, majority of the population in the city had been employed in the government sector. However, of late, the city has seen a surge in IT/ITeS and Biotechnology professionals with the city contributing 80% to the state's IT software export. Thiruvananthapuram's 300-acre Technopark, home to over 290 companies, is currently under expansion. The planned development of 90 acres of office space along with 450 acres of an integrated IT township is expected to create much needed growth and demand for the city. Thiruvananthapuram also serves as the gateway city to the rest of Kerala, with the state itself being a very popular tourist destination for international and domestic tourists. The city also experiences a healthy amount of demand from the medical tourism sector given the number of Ayurvedic centres across the state.

Given Thiruvananthapuram's emergence as a Tier II destination with the adequate mix of talent, infrastructure and local industry resources, the city has the capacity to meet the needs of different sectors. Given the fact that there is limited hotel supply expected in the next few years, the city's hotel market is expected to experience moderate growth.

Vadodara

Vadodara (formerly Baroda) is one of the three important cities in Gujarat and is located on NH-8 between Ahmedabad and Surat. The city has good connectivity to Delhi and Mumbai – by road, rail and air – which serve as the city's top feeder markets. Vadodara acts as the entry/exit point for major industrial zones such as Savli and Halol (located on the periphery of the city) along with the industrial townships of Dahej, Bharuch, and Ankleshwar. These industrial zones are focused on chemicals, power, petrochemicals, oil and gas sectors and are home to manufacturing plants of companies such as Larson and Toubro, ONGC, Alstom, Linde, Bombardier, Adani and Reliance. Over the last few years, these zones have witnessed tremendous development driven by the availability of raw materials, skilled labour, and Special Economic Zones (SEZ).

Consequently, a major share of the room night demand for hotels in Vadodara is generated from these industrial areas. While new factory setups and expansions of existing plants have contributed to the growth in demand, opening of new hotels in recent years and absorption of room nights by some of the new hotels in Bharuch and Ankleshwar have added to supply pressures. These factors, combined with major companies setting up guesthouses close to their plants, have resulted in a decline in both occupancies and average rates in the city. With additional branded hotels under development in the city, this trend is likely to continue in the short term. However, continued investment in the region supported by a pro-incentive state government along with expansions planned in existing manufacturing units, is anticipated to drive steady growth of demand for hotels located in Vadodara.

1. Indian Hotel Industry – Star Category

Introduction

This section presents the results of the performance of the hotels analysed according to the star classification of the hotels participating in the Survey. An overall total of 1,450 hotels (Table 1-1) participated in the Survey for 2012-13. The hotels have been classified into the eight star categories applicable in India.

To provide further comparisons, we have included a column for all India averages 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.

All figures pertain to 2012-13 (April-March), and monetary figures are in Indian rupees (`).

Trends

• Rooms Profile: The Survey results reveal that the three, two, and one-star hotels, along with heritage and others category make up 84% of the respondents; this contributes to the all India average of 58 rooms per hotel. Another observation is that the average inventory continues to decline from higher to lower category, implying that the lower category and smaller hotels do not benefit from economies of scale. Their Net Incomes as a percentage of total revenues are also lower when compared with hotels of higher categories. Going forward, with the increasing demand for budget and mid market hotels, HVS believes that lower category hotels will increase in number and also have larger inventories.

• Departmental Expenses: We note that departmental expenses steadily increase as a percentage of departmental revenues as the category of hotels decreases. The Rooms expense is as high as 35.7% and 28.1% for the two star and one-star hotels respectively, as compared to 19.1% and 18.5% for the five-star deluxe and five-star hotels, respectively. Poor performance of the Rooms department with respect to occupancy levels and low average rates results in the departmental expenses being high when represented as a percentage of departmental revenue. Also, Food & Beverage expenses range from 63% to 70% of the departmental income in three and one-star hotels as against 50% in five and five-star deluxe categories. As discussed earlier, the smaller inventories of the lower category of hotels do not allow them to achieve economies of scale. We believe that the increasing operating and manpower costs present an opportunity for hotels to streamline their operations by opting to outsource departments such a Laundry, Housekeeping and Food & Beverage.

• Market Segmentation and Guest Analysis: There is a difference in the customer segmentation across star categories with lower categories recording a higher contribution from the Domestic segment while the five-star deluxe hotels record a higher contribution from the foreign traveller. These results suggest the price sensitivity of the local traveller. The business travellers continue to drive demand across star categories except heritage hotels, which are typically located in leisure destinations. As mentioned earlier, the FHRAI Survey results reveal a year-on-year increase of 17% in the Meeting Participants segment over the previous fiscal.

Page 17

TABLE 1-1: Indian Hotel Industry – Star Category: Facilities Analysis and Staffing

Page 18

Average Number of Food & Beverage Outlets Per Hotel

Average Percentage of Trained Employees Per Hotel

* 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.

Typical Room Profile of an Average Hotel

Average Number of 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

2012-2013

All India

AverageNumber of Responses 46 69 123 519 268 95 55 275 1,450

Air-Conditioned Single 50.4 21.3 11.8 4.6 3.6 1.2 2.3 2.8 6.6Double 152.9 104.3 72.1 39.4 26.9 15.0 21.9 21.7 40.9Suites 17.4 7.3 8.5 4.5 3.3 1.5 6.8 2.8 4.7

Non-Air-Conditioned Single 0.0 0.0 0.0 0.6 0.9 2.1 0.3 0.8 0.7Double 0.0 1.8 1.8 3.9 6.5 7.0 3.9 6.0 4.6Suites 3.7 0.1 0.2 0.5 1.0 0.5 0.9 0.5 0.7

Total average rooms 224.4 134.7 94.3 53.4 42.2 27.3 36.0 34.5 58.1

COMPOSITION

Five-Star


2012-2013

All India

Average

Number of Responses 45 65 110 458 200 69 46 172 1,165

Restaurants 3.4 2.8 2.1 1.5 1.3 1.1 1.7 1.4 1.7Bars 1.4 1.2 1.1 0.9 0.6 0.5 0.8 0.7 0.8Others 1.1 0.9 1.1 1.0 0.7 0.3 0.5 0.6 0.8Total 5.9 4.9 4.2 3.4 2.6 1.9 2.9 2.6 3.3

COMPOSITION

Five-Star


2012-2013

All India

Average


Managers Male 49.7 29.4 16.7 6.8 3.2 1.9 5.3 3.0 8.7Female 12.8 5.5 2.8 0.8 0.6 0.2 0.7 0.4 1.5

Supervisors Male 54.2 37.7 21.9 10.3 4.6 2.5 8.1 4.0 11.6Female 11.6 5.4 3.1 1.5 0.8 0.8 0.6 0.6 1.9

Staff Male 262.5 153.3 111.4 61.1 33.4 19.6 52.4 28.5 64.0Female 34.2 15.4 12.3 7.4 3.8 2.2 4.0 3.1 7.5

Total 425.0 246.8 167.0 87.9 46.4 27.2 71.2 39.6 95.1

Avg. Employees / Room 1.9 1.8 1.7 1.7 1.1 1.0 2.0 1.2 1.6

* 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.

COMPOSITION

Five-Star


2012-2013

All India

Average

Number of Responses 44 55 97 333 142 39 33 76 819

Managers 94.4% 89.2% 90.1% 88.2% 86.8% 83.9% 88.4% 88.7% 88.4%

Supervisors 89.8 87.5 87.4 79.8 73.8 83.1 93.8 81.6 83.6

Staff 80.9 92.3 73.4 63.2 59.2 62.4 66.3 63.3 66.7

Total Avg. Trained Employees* 88.4 89.7 83.7 77.1 73.3 76.5 82.8 77.9 79.6Total Avg. Un-Trained Employees 11.7 10.3 16.4 22.9 26.8 23.5 17.2 22.1 20.4

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TABLE 1-5: Indian Hotel Industry – Star Category: Market Data

Page 22

Market Segmentation

Guest Analysis

Country of Origin of Guests

COMPOSITION

Five-Star


2012-2013

All India

Average


Airline Crew 7.3 % 2.3 % 2.6 % 1.1 % 0.6 % 0.4 % 0.0 % 0.2 % 1.3% Business Traveller - Domestic 16.1 21.1 30.7 31.1 36.4 32.5 13.3 31.1 30.1 Business Traveller - Foreign 15.9 16.3 13.7 7.5 6.9 7.0 8.2 7.3 8.9 Complimentary Rooms 2.4 2.3 2.1 2.1 1.7 1.7 3.0 1.9 2.0 Domestic - Tourists/Leisure FIT 12.6 16.6 13.7 19.9 21.6 29.2 25.1 25.0 20.5 Foreign - Tourists/Leisure FIT 14.8 8.4 8.0 8.3 6.2 5.9 21.4 6.2 8.4 Meeting Participants (Less than 100 Attendees) 4.0 5.0 5.6 4.7 4.3 4.3 2.1 4.5 4.5 Meeting Participants (Over 100 Attendees) 9.3 11.4 7.1 9.4 6.4 5.4 2.8 9.2 8.1 Tour Groups - Domestic 3.4 4.5 5.7 7.2 9.0 6.6 7.1 8.2 7.1 Tour Groups - Foreign 6.5 7.3 6.9 5.2 2.9 2.7 13.0 4.3 5.2Other 7.6 4.8 3.9 3.6 4.1 4.3 3.9 2.2 3.9Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

COMPOSITION

Five-Star


2012-2013

All India

Average


Domestic Guests 47.7 % 62.9 % 66.7 % 77.7 % 81.4 % 86.8 % 54.7 % 83.6 % 75.2 %

Foreign Guests 52.3 37.1 33.3 22.3 18.6 13.2 45.3 16.4 24.8Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Total Business Guests 63.1 62.2 61.4 60.0 55.5 58.8 27.9 60.5 58.2Total Leisure Guests 36.9 37.8 38.6 40.0 44.2 41.2 72.1 39.4 41.8Total 100.0 100.0 100.0 100.0 99.7 100.0 100.0 100.0 100.0

Avg. Stay of Foreign Guests (Days) 2.5 4.1 3.4 3.1 2.9 2.2 2.4 2.7 3.0Avg. Stay of Domestic Guests (Days) 2.0 2.3 2.4 2.8 2.8 2.0 2.0 5.0 2.7Avg. Stay of Business Guests (Days) 1.9 2.2 3.0 3.0 2.7 2.0 2.0 2.3 2.7Avg. Stay of Leisure Guests (Days) 2.2 2.2 2.2 2.3 2.5 2.0 2.2 2.9 2.3Percentage of Repeat Guests 41.8 36.0 43.5 45.5 50.9 48.1 28.5 48.4 45.7

COMPOSITION

Five-Star


2012-2013

All India

Average


ASEAN* 3.5 % 3.5 % 4.9 % 6.4 % 5.3 % 2.6 % 1.5 % 4.0 % 5.1 %

Australia 2.1 3.1 3.2 3.3 3.4 6.0 4.1 6.9 3.5Canada 2.2 2.1 2.8 3.9 3.4 2.2 3.8 3.5 3.3Caribbean 0.4 0.5 0.8 0.8 0.4 0.8 0.4 1.2 0.7China 1.8 4.1 4.1 5.5 5.0 3.7 1.8 7.0 4.7France 4.4 3.3 4.3 6.6 4.9 8.8 15.1 6.8 6.1Germany 4.2 4.9 5.0 7.4 6.4 5.2 10.4 4.1 6.4Japan 4.0 6.3 5.6 3.9 3.3 2.6 2.2 3.2 4.1Middle East 4.2 2.7 5.1 6.2 6.5 9.9 2.2 2.9 5.4Other European Countries 6.9 10.2 8.7 9.6 8.9 11.3 12.6 8.5 9.4Russia 1.3 6.6 5.3 4.3 3.9 2.3 1.0 2.4 4.0SAARC ** 4.2 4.4 5.1 5.7 10.5 10.2 2.7 11.6 6.4South Africa 1.7 1.6 1.9 2.3 1.5 2.5 0.5 2.6 1.9UK 11.7 10.5 10.7 12.2 13.8 10.0 10.3 10.6 11.8USA 16.9 11.5 9.3 12.2 10.1 9.2 8.5 7.4 11.2Other 30.5 24.8 23.3 9.8 12.8 12.6 23.2 17.5 16.0Total 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 - Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand, Vietnam** SAARC: South Asian Association for Regional Co-operation - Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives

http://en.wikipedia.org/wiki/Vietnam

TABLE 1-6: Indian Hotel Industry – Star Category: Monthly and Daily Occupancy

TABLE 1-7: Indian Hotel Industry – Star Category: Sources of Reservations

Average Monthly Occupancy

Average Daily Occupancy

Source of Advance Reservations

Page 23

COMPOSITION

Five-Star


2012-2013

All India

Average


January 71.5 % 66.4 % 68.8 % 61.7 % 67.4 % 62.3 % 53.8 % 59.9 % 63.8 %February 77.2 70.8 71.2 63.9 61.9 62.6 59.9 59.8 64.6March 68.8 63.8 62.8 56.7 58.5 54.5 55.3 55.6 58.4April 65.3 61.0 61.5 57.3 59.6 57.9 49.9 54.8 58.3May 59.3 55.9 61.4 59.2 64.5 64.8 48.1 59.6 60.2June 58.9 56.7 55.4 55.1 66.5 60.7 45.1 58.5 58.0July 59.2 53.4 53.7 51.6 55.4 55.5 39.3 50.9 52.7August 60.9 53.3 58.0 52.2 55.0 56.7 45.3 52.0 53.8September 64.2 55.0 57.5 55.6 56.5 57.5 43.0 52.2 55.6October 67.8 59.5 62.1 58.6 65.0 62.1 54.0 58.5 60.8November 70.8 65.7 67.8 63.3 63.8 64.6 62.7 62.3 64.3December 69.9 65.7 68.1 67.1 68.7 67.3 58.6 66.7 67.2

COMPOSITION

Five-Star


2012-2013

All India

Average


Monday 63.7 % 55.7 % 60.6 % 55.2 % 53.3 % 54.9 % 41.1 % 55.7 % 55.3 %Tuesday 66.0 59.9 63.8 55.5 55.4 54.9 40.7 56.6 56.6Wednesday 67.1 62.1 64.2 60.1 57.2 57.7 42.9 57.7 59.3Thursday 62.1 60.6 62.4 57.6 57.5 57.7 45.2 57.1 58.0Friday 57.8 57.9 59.7 57.4 60.6 62.1 52.0 60.0 58.7Saturday 54.6 55.1 55.9 54.0 57.6 61.2 55.4 54.3 55.6Sunday 56.2 48.6 52.1 47.0 48.4 53.9 45.9 43.7 48.4

COMPOSITION

Five-Star


2013-2013

All India

Average


Chain CRS (Central Reservation System) 8.0 % 6.4 % 5.6 % 3.7 % 2.3 % 1.1 % 7.9 % 2.7 % 3.8 %Direct Enquiry / Hotel Representation 43.2 45.1 44.6 50.1 52.9 63.8 24.2 58.1 50.2Global Distribution System (GDS) 8.9 6.3 3.4 1.7 0.7 0.2 2.8 0.9 2.1Hotel / Chain Website 7.8 6.7 9.1 8.2 7.5 3.6 13.0 6.7 7.8Travel Agent and Tour Operator 15.5 16.5 18.4 19.4 20.7 16.5 35.2 17.6 19.5Other Online Reservation Systems 6.5 6.0 5.2 3.5 2.7 0.9 6.5 1.1 3.5Other Website 5.4 5.6 7.6 7.3 6.9 5.2 6.9 5.7 6.8Other 4.7 7.4 6.2 6.0 6.4 8.7 3.6 7.2 6.3Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Payment Methods Used

Credit Cards Used

Average Credit Card Commission

Marketing Media

TABLE 1-8: Indian Hotel Industry – Star Category: Marketing Media

TABLE 1-9: Indian Hotel Industry – Star Category: Payment Methods

Page 24

COMPOSITION

Five-Star


2012-2013

All India

AverageNumber of Responses 43 62 105 410 206 61 45 105 1,037

Blogs 46.5 % 22.6 % 33.3 % 17.3 % 14.1 % 3.3 % 26.7 % 8.6 % 18.5Direct Mail 76.7 79.0 83.8 79.3 76.7 70.5 86.7 62.9 77.2Hotel Website 95.4 90.3 95.2 88.5 80.6 63.9 91.1 77.1 85.5Loyalty Card program 86.1 71.0 55.2 29.8 23.3 16.4 33.3 21.0 34.3Merchandising 32.6 33.9 42.9 23.7 18.5 18.0 35.6 15.2 24.9Other Internet Sites 83.7 71.0 70.5 67.1 66.0 55.7 71.1 47.6 65.7Outdoor Advertising 46.5 72.6 72.4 59.3 54.9 49.2 64.4 44.8 58.2Pay Per Click 32.6 25.8 21.9 15.9 9.2 4.9 13.3 9.5 15.0Print Advertising 95.4 93.6 92.4 85.9 85.4 70.5 84.4 68.6 84.6Promotions 93.0 87.1 84.8 69.0 57.3 47.5 77.8 47.6 67.3Radio Advertising 37.2 46.8 43.8 24.4 17.5 0.0 15.6 15.2 24.1Telemarketing 46.5 48.4 70.5 54.6 38.8 26.2 48.9 32.4 48.2TV Advertising 23.3 27.4 29.5 26.1 18.5 9.8 35.6 20.0 23.7Viral Marketing 23.3 25.8 20.0 13.4 8.7 6.6 13.3 5.7 13.1

COMPOSITION

Five-Star


2012-2013

All India

Average


Cash Sales 14.1% 20.4% 24.9% 36.4% 48.1% 61.0% 32.6% 54.2% 39.0%Credit Card Sales 49.6 41.7 38.2 34.7 30.3 22.8 25.9 27.1 33.2Credit Sales (other than cards) 28.1 28.8 29.1 20.2 13.8 10.4 31.2 11.9 19.6Electronic Fund Transfer 8.2 9.2 7.9 8.8 7.9 5.9 10.3 6.8 8.2Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

COMPOSITION

Five-Star


2012-2013

All India

Average

Number of Responses 40 51 87 314 151 40 35 63 781 American Express 30.2% 20.3% 13.9% 7.3% 3.6% 1.7% 7.7% 6.1% 9.0%Diners Club 3.0 1.9 1.8 1.6 1.4 3.0 1.5 2.1 1.8Mastercard / Eurocard 28.6 34.0 34.4 40.7 40.4 39.5 36.4 37.9 38.4Visa 35.9 38.7 46.5 45.2 49.3 50.5 45.7 48.1 45.8Other 2.3 5.1 3.3 5.1 5.5 5.3 8.7 5.8 5.1Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

COMPOSITION

Five-Star


2012-2013

All India

Average


American Express 3.2% 3.7% 3.5% 3.0% 1.6% 1.0% 2.9% 1.6% 2.7%

Diners Club 1.8 0.8 1.1 0.4 0.4 0.4 0.3 0.3 0.6

Mastercard / Eurocard 1.1 1.9 2.2 1.9 1.7 1.8 1.8 2.9 1.9

Visa 1.1 2.1 2.7 1.9 1.7 1.9 1.9 2.8 2.0

Other 0.3 0.3 0.2 0.3 0.3 0.3 0.3 0.2 0.3

Technology in Hotels

TABLE 1-10: Indian Hotel Industry – Star Category: Technology Management Practices

Page 25

COMPOSITION

Five-Star


2012-2013

All India

Average


Accounting System 94.1% 95.7% 95.9% 89.8% 87.4% 83.6% 90.2% 86.2% 89.7%Call Accounting System 79.4 83.0 74.5 54.7 42.4 27.9 41.5 36.8 52.6Central Reservation System (CRS) 73.5 61.7 49.0 35.7 17.3 4.9 51.2 8.1 32.1Electronic Keycard 91.2 85.1 75.5 45.6 22.0 14.8 9.8 25.3 42.0Energy Management System 52.9 38.3 51.0 30.0 14.7 3.3 12.2 11.5 26.0Internet / E-Mail 100.0 100.0 98.0 97.0 90.6 88.5 97.6 85.1 94.4Internet / Website 97.1 100.0 95.9 90.1 83.3 63.9 97.6 81.6 87.9Intranet System 88.2 59.6 60.2 48.6 36.1 16.4 68.3 37.9 47.0Local Area Network (LAN) 97.1 100.0 91.8 83.0 69.6 52.5 70.7 62.1 78.0Management Information System 85.3 78.7 79.6 69.5 39.3 23.0 63.4 33.3 58.6Point of Sale System for Food and Beverage 100.0 97.9 92.9 80.8 50.3 32.8 70.7 57.5 71.5Property Management System 94.1 80.9 81.6 52.8 29.3 13.1 41.5 27.6 48.4Yield Management System 58.8 29.8 38.8 22.3 13.1 1.6 14.6 11.5 21.1Other 14.7 19.2 13.3 10.4 3.1 0.0 4.9 4.6 8.3

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

• Room Profile and Facilities: Chain Affiliated hotels tend to offer more expansive facilities (116 rooms and 4.5 Food & Beverage outlets on an average) as compared to independent ones (49 rooms and 3.1 Food & Beverage outlets on an average). Suites constitute a higher percentage (11%) of the total room inventory of hotels with less than 50 rooms as compared to the other categories. This is because heritage properties, with their small room count and relatively large suite inventory form a large portion of this category. We note that there is a distinct difference in the facilities of chain affiliated and independent hotels.

• Total Employees per Hotel: It is interesting to note that there is not much difference in the employee-to-room ratio between differently sized hotels, which suggests some amount of inefficiency especially in the smaller sized ones. However, in India even hotels with small inventories provide various facilities such as F&B outlets, laundry, and room service amongst others, which leads to these ratios.

• Profitability: The Net Income percentage of chain affiliated hotels is observed to be higher than that of independent hotels. This is primarily because the chain hotels are better at managing departmental costs through strong standard operating procedures and trained staff. FHRAI results have also shown the benefits of economies of scale that larger hotels achieve, and control both departmental and operating expenses effectively.

• Marketing Media: The Survey reveals a greater percentage usage of loyalty card programmes, hotel websites, blogs, merchandising and telemarketing by the chain affiliated hotels as they are able to leverage on their brand name and reach.

• Technology: Larger-sized hotels focus on yield management systems, management information systems and other technology such as electronic key cards and LAN networks. Hotels with smaller inventories continue to use more traditional accounting systems with the adoption of other technologies being limited. Typically, the chain affiliated hotels tend to have larger inventories, and standardised procedures and strong information management systems, hence, recording a greater usage of technologies when compared with independent hotels.

Page 26

TABLE 2-1: Indian Hotel Industry – Inventory & Chain Affiliation: Facilities Analysis and Staffing

Typical Room Profile of an Average Hotel

Average Number of Food & Beverage Outlets Per Hotel

Average Number of Employees Per Hotel (Permanent / Contract / Full Time / Part Time)

Average Percentage of Trained Employees Per Hotel

Page 27

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

IndependentNumber of Responses 887 485 78 201 1,249

Air-Conditioned Single 2.3 9.0 40.6 20.1 4.4Double 20.3 57.1 174.6 83.9 34.0Suites 2.8 6.5 14.8 8.2 4.1

Non-Air-Conditioned Single 0.6 0.9 0.0 0.2 0.8

Double 4.2 5.7 2.3 2.2 5.0

Suites 0.5 0.8 2.2 1.2 0.6Total Average Rooms 30.7 80.0 234.5 115.8 48.9

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

Independent

Number of Responses 671 420 74 181 984

Restaurants 1.3 1.9 3.2 2.3 1.5

Bars 0.7 1.0 1.3 1.1 0.8

Others 0.6 1.0 1.4 1.1 0.7

Total 2.7 3.8 5.8 4.5 3.1

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

Independent


Managers Male 3.5 11.5 44.8 22.2 6.2

Female 0.5 1.6 11.1 4.6 1.0

Supervisors Male 4.9 16.1 53.8 26.2 9.0

Female 0.7 2.4 10.5 4.1 1.5Staff Male 33.2 88.0 241.8 132.7 51.7

Female 3.8 10.2 29.4 14.5 6.2Total 46.5 129.9 391.4 204.3 75.5

Average Number of Employees per Room 1.5 1.6 1.7 1.7 1.5

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

IndependentNumber of Responses 439 312 68 166 653

Managers 88.1% 88.6% 89.6% 94.7% 86.9%

Supervisors 81.2 80.9 86.8 100.4 79.4

Staff 62.4 70.9 75.3 82.9 62.6

Total Avg. Trained Employees* 77.3 80.2 83.9 89.3 76.3

Total Avg. Un-Trained Employees 22.8 19.8 16.1 10.7 23.7

some hotels may have included those with short term (in-house) training.

Room Category

TAB

LE

2-2

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du

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ffil

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s. I

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(20

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Page 28

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Page 29

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et In

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xes

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even

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er A

vaila

ble

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m (`

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nt p

er O

ccup

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m (`

)

TABLE 2-4: Indian Hotel Industry – Inventory & Chain Affiliation: Market Data

Page 30

Market Segmentation

Guest Analysis

Country of Origin of Guests

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain


Airline Crew 0.5% 1.9% 5.1% 3.5% 0.9%

Business Traveller - Domestic 32.0 29.3 19.1 23.2 31.5

Business Traveller - Foreign 7.1 10.1 17.4 12.0 8.3

Complimentary Rooms 1.9 2.1 2.5 2.1 2.0

Domestic - Tourists / Leisure FIT 24.4 16.1 11.0 16.8 21.2

Foreign - Tourists / Leisure FIT 8.2 8.3 10.0 10.0 8.0

Meeting Participants (Less than 100 Attendees) 4.1 5.0 5.6 4.9 4.5

Meeting Participants (Over 100 Attendees) 7.0 9.3 11.4 8.9 8.0

Tour Groups - Domestic 7.4 7.3 3.7 5.8 7.4

Tour Groups - Foreign 4.2 6.5 6.5 7.4 4.7

Other 3.2 4.2 7.8 5.7 3.5

Total 100.0 100.0 100.0 100.0 100.0

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

Independent


Domestic Guests 79.8% 72.4% 53.3% 63.7% 77.6%Foreign Guests 20.1 27.3 46.7 36.3 22.2

Total 99.9 99.8 100.0 100.0 100.0

Total Business Guests 55.2% 60.3% 68.8% 58.8% 58.1%

Total Leisure Guests 44.8 39.6 31.2 41.1 41.8

Total 100.0 99.9 100.0 100.0 100.0

Avg. Stay of Foreign Guests (Days) 2.7 3.2 3.8 2.2 2.9

Avg. Stay of Domestic Guests (Days) 3.0 2.6 2.2 2.3 2.8

Avg. Stay of Business Guests (Days) 2.6 2.9 2.2 2.9 3.1

Avg. Stay of Leisure Guests (Days) 2.4 2.3 2.2 2.4 2.3

Percentage of Repeat Guests 46.6 44.6 43.4 38.5 46.9

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

Independent


ASEAN* 4.2% 6.2% 3.8% 3.9% 5.4%

Australia 3.9 3.3 2.6 2.6 3.8

Canada 3.9 3.0 2.3 2.8 3.5

Caribbean 0.7 0.7 0.8 0.5 0.7

China 4.9 4.5 4.4 3.6 5.0

France 6.2 6.6 3.4 5.5 6.3

Germany 7.1 5.9 5.6 5.6 6.7

Japan 3.5 4.4 5.6 4.6 3.9

Middle East 5.8 5.4 3.7 4.1 5.8

Other European Countries 9.4 9.6 8.6 8.9 9.6

Russia 3.6 4.6 3.5 4.8 3.8

SAARC ** 7.5 5.3 6.6 5.0 6.9

South Africa 1.9 2.0 1.6 1.3 2.1

UK 13.4 10.3 11.4 10.7 12.1

USA 11.6 10.0 14.8 12.2 10.9

Other 12.6 18.4 21.3 24.0 13.7

Total 100.0 100.0 100.0 100.0 100.0* ASEAN: Association of South East Asian Nations - Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand, Vietnam** SAARC: South Asian Association for Regional Co-operation - Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives


Sources of Advance Reservations

Average Monthly Occupancy

Average Daily Occupancy

TABLE 2-5: Indian Hotel Industry – Inventory and Chain Affiliation: Monthly and Daily Occupancy

TABLE 2-6: Indian Hotel Industry – Inventory and Chain Affiliation: Sources of Reservation

Page 31

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

Independent


January 62.5% 65.0% 68.4% 64.0% 63.8%February 61.0 68.1 74.6 67.4 64.0March 56.0 60.9 64.3 60.6 57.9April 57.0 59.4 62.5 59.2 58.1May 61.4 59.1 56.8 58.9 60.5June 59.2 56.4 56.3 55.1 58.6

July 51.7 53.7 55.5 52.4 52.8

August 52.5 55.6 55.2 55.8 53.4

September 54.8 55.9 60.8 55.6 55.6

October 60.9 60.0 63.4 60.4 60.8

November 63.0 65.5 68.1 66.5 63.8

December 66.7 68.1 66.6 65.8 67.5

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

Independent


Monday 52.9% 58.0% 60.5% 59.8% 54.4%

Tuesday 54.7 58.3 62.9 58.0 56.3

Wednesday 57.8 60.6 64.2 60.8 59.0

Thursday 56.5 59.5 61.5 59.8 57.6

Friday 58.6 59.1 57.9 57.3 59.0

Saturday 55.8 55.5 55.4 53.7 56.0

Sunday 47.1 49.4 53.7 48.7 48.4

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

Independent


Chain CRS (Central Reservation System) 2.6% 5.3% 6.5% 8.1% 3.0%

Direct Enquiry / Hotel Representative 52.5 48.0 42.4 42.0 51.8

Global Distribution System (GDS) 1.2 2.4 9.0 5.8 1.4Hotel / Chain Website 8.1 7.4 7.3 7.6 7.8

Travel Agent & Tour Operator 19.8 19.6 16.5 18.5 19.7

Other Online Reservation Systems 2.6 4.5 5.2 7.2 2.7

Other Websites 6.8 7.1 5.0 5.7 7.0

Other 6.5 5.8 8.2 5.1 6.6

Total 100.0 100.0 100.0 100.0 100.0

Payment Methods Used

Credit Cards Used

Average Credit Card Commission

Marketing Media

TABLE 2-7: Indian Hotel Industry – Inventory and Chain Affiliation: Marketing Media

TABLE 2-8: Indian Hotel Industry – Inventory and Chain Affiliation: Payment Methods

Page 32

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain


Blogs 14.5% 21.4% 35.7% 30.9% 16.0%Direct Mail 75.3 80.4 75.7 82.9 76.1Hotel Website 81.0 91.0 92.9 94.9 83.6

Loyalty Card Program 23.7

43.3

72.9

70.9

26.9Merchandising 19.0 32.5 31.4 36.6 22.5Other Internet Sites 61.7

69.1

80.0

76.0

63.6Outdoor Advertising 54.2 64.7 54.3 67.4 56.3Pay Per Click 11.2 18.0 30.0 25.1 13.0

Print Advertising 81.5

87.1

95.7

93.1

82.8Promotions 60.8 73.5 87.1 86.3 63.5Radio Advertising 17.3

30.7

44.3

36.6

21.6Telemarketing 43.4 56.2 44.3 59.4 45.9

TV Advertising 22.3

25.5

25.7

24.6

23.6Viral Marketing 9.3

16.5

25.7

21.1

11.5

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

Independent


Cash Sales 46.8% 31.2% 18.9% 22.5% 42.3%

Credit Card Sales 30.1 35.7 45.0 41.3 31.6

Credit Sales (Other Than Cards) 14.9 25.3 26.3 28.1 17.9

Electronic Fund Transfer 8.2

7.8

9.8

8.1

8.2

Total 100.0 100.0 100.0 100.0 100.0

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain


American Express 5.1% 11.2% 24.5% 19.1% 6.8%

Diners Club 1.6

1.9

2.5

2.0 1.8Mastercard/Eurocard 39.3 38.8 30.5 34.3 39.3

Visa 48.4 43.5 39.2 40.6 46.9Other 5.6 4.7 3.3 4.1 5.3

Total 100.0 100.0 100.0 100.0 100.0

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain


American Express 2.2 3.1 3.3 3.4 2.4

Diners Club 0.4 0.6 1.6 0.9 0.5Mastercard/Eurocard 2.0 1.7 2.5 1.6 2.0

Visa 2.0 1.8 2.7 1.7 2.0

Other 0.2 0.3 0.3 0.3 0.3

TABLE 2-9: Indian Hotel Industry – Inventory and Chain Affiliation: Technology

Page 33

Technology in Hotels

COMPOSITION

Less Than

50 Rooms

50 to 150

Rooms

More Than

150 Rooms

Chain

Independent


Accounting System 88.3% 91.2% 94.4% 93.8% 88.9%

Call Accounting System 41.0 66.2 79.6 73.3 48.7Central Reservation System (CRS) 21.7 42.7 66.7 65.8 25.7Electronic Keycard 25.7 59.1 94.4 74.7 35.9Energy Management System 17.4 36.2 46.3 43.8 22.7

Internet / E-Mail 92.3 96.8 100.0 98.0 93.7

Internet / Website 83.4 93.2 98.2 98.0 86.0

Intranet System 39.7 54.1 74.1 77.4 41.3

Local Area Network (LAN) 69.6 88.2 96.3 94.5 74.9Management Information System 46.7 72.7 87.0 77.4 55.1

Point of Sale System for Food and Beverage 59.9 85.0 100.0 94.5 67.2Property Management System 35.4 61.8 92.6 81.5 42.2

Yield Management System 14.0 28.2 46.3 41.8 17.3

Other 5.5 13.2 5.6 14.4 7.2

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, Delhi-NCR, Goa, Kolkata, Mumbai, and Pune. This section will provide the reader an understanding of hotel performance in these cities.

Trends

The key trends noted in the FHRAI Survey across the seven major participating cities are presented below.

• Customer Segmentation: When observing the foreign and domestic classification, we observe that Delhi-NCR received the highest contribution from international travellers, especially in the five-star deluxe, five star, and four star categories. Goa, a major leisure destination that has historically focussed on international travellers, actually received a greater contribution from the Domestic segment. The segmentation in Goa is witnessing a change with Goa seeing more Domestic Leisure groups and MICE business during the off-season months. Goa is now not only a premium leisure destination in the country but also a MICE destination, with hotels offering good facilities and packages.

• Country of Origin: Members of ASEAN, Russia and UK continue to be major feeder markets for Goa. Given the proximity to Bangladesh, Maldives, and Sri Lanka, the year also saw an increase in visitation from the SAARC countries into Kolkata, Chennai, and Mumbai especially in the mid market and budget segments.

• Seasonality: All major cities except Goa saw occupancies peak in the second half of the year i.e. the months of November, December, January, and February. The FHRAI Survey also shows Goa not just experiencing peak occupancies during winter months but also healthy occupancies during the summer months from the domestic travellers especially in the five-star deluxe and four star segments, as hotels are offering attractive packages for groups during summers. Typically of commercial cities, Bengaluru, Chennai, Kolkata, Mumbai, Delhi-NCR, and Pune experience weekly occupancies peak from Monday to Thursday, while a leisure destination like Goa sees better occupancies in the second half of the week and weekends.

Page 34

TA

BL

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ust

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Sev

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Ind

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taff

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Page 36

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23.7

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2.2

3.1

1.7

1.1

1.7

UK

12.1

7.7

9.9

8.2

15.9

25.9

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al, B

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Ave

rage

Mon

thly

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ly O

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ancy

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

Page 41

CO

MP

OS

ITIO

N

Five

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r

Del

uxe,

Five

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r

Four

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Thre

e-S

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& T

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tar

Five

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uxe

&

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& T

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tar

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Sta

r &

One

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uxe

&

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Num

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1018

922

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1748

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Janu

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74.7

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71.4

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65.6

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Febr

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77.8

63.1

79.8

70.0

86.7

78.7

82.5

72.1

74.2

76.7

73.8

71.8

73.9

60.7

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Mar

ch67

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58.6

68.9

64.7

79.2

61.1

79.5

62.7

68.1

68.6

64.8

53.8

56.1

50.7

55.9

55.6

May

68.5

59.9

68.0

62.1

70.1

74.7

72.1

61.5

61.9

76.5

63.0

46.3

48.4

51.3

51.7

59.5

June

65.7

57.4

59.8

69.7

70.4

45.9

70.0

61.9

63.1

63.8

63.2

47.0

46.6

49.6

56.1

59.6

July

66.8

58.4

64.6

73.2

57.2

39.1

69.5

59.1

62.5

61.4

63.7

44.0

51.1

48.4

54.7

56.6

Aug

ust

64.5

55.9

63.7

70.7

66.2

43.4

67.0

58.6

61.0

61.9

64.1

51.4

52.9

47.0

53.4

54.2

Sep

tem

ber

65.9

57.7

65.4

70.5

58.5

49.0

71.1

61.6

65.2

63.4

65.9

54.7

58.7

53.0

55.4

70.1

Oct

ober

64.2

56.1

66.0

70.3

67.7

62.7

68.4

60.3

68.1

67.8

68.4

65.6

64.8

56.4

56.1

54.5

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67.9

71.6

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Num

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1119

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523

1646

359

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Tues

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72.8

64.6

75.1

71.5

66.2

53.5

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61.5

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-8:

Ind

ian

Ho

tel

Ind

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ry –

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ajo

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itie

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ou

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of

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erv

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TA

BL

E 3

-9:

Ind

ian

Ho

tel

Ind

ust

ry –

Sev

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ajo

r C

itie

s: M

ark

etin

g M

edia

Page 42

COM

POSI

TION

Five

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xe &

Five

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Four

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Thre

e St

ar

Five

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Delu

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xe &

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Num

ber

of R

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1118

922

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Beng

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COM

POSI

TION

Five

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Star

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Four

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xe &

Four

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r

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& T

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Star

Five

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Delu

xe &

Five

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r

Four

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r &

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Star

&

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Star

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Delu

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Five

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r

Four

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Thre

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Two-

Star

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Five

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xe,

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Num

ber

of R

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1016

921

1120

720

1547

3710

147

622

Chai

n CR

S (C

entra

l Res

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tion

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2.5%

3.2%

10.1

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8.8%

2.3%

7.0%

0.6%

7.3%

2.7%

1.1%

2.6%

1.5%

0.0%

4.5%

2.1%

Dire

ct E

nqui

ry /

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l Rep

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ntat

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54.0

51.0

51.7

51.4

33.1

35.4

43.1

62.2

45.3

47.5

53.1

50.3

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Glob

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E 3

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In

dia

n H

ote

l In

du

stry

– S

even

Maj

or

Cit

ies:

Pay

men

t M

eth

od

s

Page 43

CO

MP

OS

ITIO

N

Five

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r

Del

uxe,

Five

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Four

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Thre

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tar

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uxe,

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tar

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Del

uxe

&

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tar

& T

wo-

Sta

r

Five

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r

Del

uxe

&

Five

-Sta

r

Four

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r &

Thre

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tar

Two-

Sta

r &

One

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r

Five

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r

Del

uxe,

Five

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r

Four

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4. Indian Hotel Industry – Thirteen Other Cities

Introduction

This section presents the operating profiles and financial data for different categories of hotels in 13 other cities. These cities are Agra, Ahmedabad, Bhopal, Coimbatore, Gurgaon, Hyderabad, Indore, Jaipur, Kochi, Nagpur, Shimla, Thiruvananthapuram, and Vadodara. This section will provide the reader an understanding of the trends related to customer segmentation, use of technology, and operating performance amongst other key parameters.

Qualifying Condition

In certain cities, we were unable to fulfil the data requirement of a minimum of four hotels in each representation and have reflected this as 'ID' (insufficient data).

Trends

Highlighted below are some noticeable trends in the FHRAI Survey across the 13 participating cities.

• Sources of Reservations: The main source of reservations across cities is primarily through direct queries; more than 30% of the reservations come through direct queries to the hotel, while in some cities the number exceeds 60%. This is primarily due to the smaller hotels that typically do not invest heavily in technology or online travel agents. Another interesting trend to note is that in the leisure destinations such as Agra, Jaipur and Shimla, the biggest source of reservations are the travel agents and tour operators, who typically bring in the leisure groups. This illustrates the importance of travel agents driving demand in leisure destinations.

• Guest Analysis and Country of Origin: We note that most cities (barring Agra and Jaipur) rely heavily on the domestic tourists, with such travellers accounting for 65% to 98% of the total travel. These tier II and III cities are emerging commercial centres in their respective states and currently witness demand from the Business traveller, with the IT city of Hyderabad topping the list. Popular leisure destinations such as Agra and Jaipur, which fall in the Golden Triangle circuit, see a greater contribution from the foreign segment. Agra's largest source market is Europe with more than 50% of the tourists from Europe. On the other hand, Jaipur witnesses the largest international visitation from France. Shimla, another popular leisure destination in the country, is heavily dependent on the Domestic traveller with more than 80% of the tourists from within the country.

Page 45

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101

59

81

58

Dom

estic

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42.4

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83.0

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55.4

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89.3

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41.4

%78

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94.6

%82

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73.1

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Fore

ign

Gue

sts

57.6

18.6

17.0

19.0

44.6

32.9

10.7

2.2

58.6

21.7

5.4

18.0

26.9

15.1

Tota

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0.0

100.

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0.0

100.

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0.0

100.

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0.0

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0.0

10

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0.0

10

0.0

10

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10

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Tota

l Bus

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s G

uest

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.189

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.191

.280

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00

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00

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Avg

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y of

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eign

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53.

51.

56.

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82.

54.

02.

01.

83.

42.

02.

84.

44.

3A

vg. S

tay

of D

omes

tic G

uest

s (D

ays)

1.7

1.7

1.5

3.0

1.8

2.0

3.0

2.0

1.8

2.9

4.0

3.8

2.7

2.5

Avg

. Sta

y of

Bus

ines

s G

uest

s (D

ays)

1.3

3.3

1.5

6.0

1.8

1.7

2.0

2.1

2.0

3.0

2.0

4.5

3.3

3.3

Avg

. Sta

y of

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sure

Gue

sts

(Day

s)1.

91.

71.

51.

71.

22.

03.

02.

22.

21.

92.

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52.

82.

3Pe

rcen

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of

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.056

.356

.562

.545

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.360

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.810

.342

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.039

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.7

Hyd

erab

adJa

ipur

Ave

rage

Num

ber

of E

mpl

oyee

s P

er H

otel

(P

erm

anen

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Con

trac

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e /

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Ave

rage

Per

cent

age

of T

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mpl

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TA

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ian

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tel

Ind

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Th

irte

en O

ther

Cit

ies:

Sta

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Page 47

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Num

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47

64

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46

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Man

ager

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83.3

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Sup

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76.4

84.3

74.5

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90.3

71.2

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96.4

42.3

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89.2

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.184

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.841

.585

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Tota

l Avg

. Tra

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Em

ploy

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76.3

85.1

69.6

69.2

96.5

86.3

75.2

48.9

89.7

90.1

50.4

76.6

85.4

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513

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949

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* Tr

aine

d Em

ploy

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incl

udes

thos

e w

ith a

min

imum

one

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Num

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411

65

88

1215

916

109

169

Man

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40.3

9.4

11.7

15.4

43.0

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6.3

9.2

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10.1

6.8

3.4

9.2

8.4

Fem

ale

5.3

2.0

2.2

2.0

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6.4

0.7

2.7

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1.5

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Sup

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88.2

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187.

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75.6

71.7

98.2

64.6

32.0

28.1

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21.8

5.2

5.7

26.8

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Ave

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Num

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mpl

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2.2

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1.8

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1.9

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(201

2-13

)

Page 48

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Num

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Ave

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63.4

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DEP

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Man

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5.7

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NET

IN

CO

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28.3

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23.5

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54

57

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13

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04

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5

Ave

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193

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Hyd

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Certification

WasteManagement

SustainabilityCommitment

WaterManagement

EnergyManagement

EmployeeEducation

andCommunityInvolvement

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