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Indian Hotel Industry Survey 2010-2011
Secretary GeneralFederation of Hotel & Restaurant Associations of India (FHRAI)B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg,New 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: `700International: US$50
© Federation of Hotel & Restaurant Associations of India, 2011Reproduction of data from within this publication is permitted provided that acknowledgement is accredited to the FHRAI and HVS Hospitality Services.
For more information, or additional copies of this document, please contact:
Table of Contents
Foreword from the President, FHRAI............................................................................................................ 1
HVS Hospitality Services................................................................................................................................ 2
Synopsis & Key Highlights of the Survey..................................................................................................... 4
Country Trends................................................................................................................................... 6
In The Focus......................................................................................................................................... 8
City Trends........................................................................................................................................... 11
1. Indian Hotel Industry – by Star Category............................................................................................... 18
2. Indian Hotel Industry – Inventory and Chain Affiliation................................................................... 27
3. Indian Hotel Industry – Seven Major Cities.......................................................................................... 35
4. Indian Hotel Industry – Twelve Other Cities......................................................................................... 46
The Federation of Hotel & Restaurant Associations of India is pleased to present the fourteenth annual edition of the Indian Hotel Industry Survey, in cooperation with HVS Hospitality Services. This survey includes in-depth information about the performance of hotels across various cities and positioning and provides several benchmarks for comparing hotel performance in India. We would like to thank the participating hotels for all the detailed information they have provided, therefore helping to improve the quality of this research.
The Indian Hotel Industry Survey analyses the performance of the Indian hospitality industry across parameters such as facilities, manpower, operational performance and marketing trends. The information is based on data received from FHRAI hotel members and the authenticity of this data helps us in providing a clear picture of the operating statistics of India's hospitality sector. Data collected from our member hotels, our extensive historic database and the credibility of our research have helped make this report a preferred tool for hotel professionals, consultants, investors, bankers, researchers, government officials in the tourism department, media persons and all those interested in studying the Indian hotel industry.
The current edition includes an analysis of seven major cities for which we have received detailed information and twelve other cities where information was available with us for some hotels, though not in sufficient numbers for all the star categories. We earnestly request all our members to be more forthcoming with sharing the required information as this helps us all. Therefore, while we have basic data for 1,318 members (an increase from the 1,200 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 Hospitality Services for their continued support for this project as well as ECOTEL (part
of HVS Sustainability Services) for having sponsored the current edition.
Kamlesh BarotPresident, FHRAIwww.fhrai.com
Foreword
Page 1
HVS Hospitality Services is the world's leading consulting and services organization focused on the hotel, restaurant, shared ownership, gaming, and leisure industries. Founded in 1980 in the United States by Stephen Rushmore, the company has 31 offices across the globe and more than 18,000 assignments to its credit. Hotel owners, operators, lenders, banks, and management companies all turn to HVS as the respected authority on hospitality.
HVS New Delhi was established in 1997 and has risen to be the only dedicated hospitality-consulting firm in this region. It currently offers its Consulting and Valuation services to clients with interests in the South Asian Region covering India, Sri Lanka, Bangladesh, Pakistan, Nepal, Bhutan and the Maldives. The different verticals based on the services offered by the New Delhi Office are mentioned below:
The team comprises experienced and qualified hotel professionals undertaking feasibility studies, development strategies, valuations, market area analyses, market entry strategies, investment services, and operator search & management contract negotiations. HVS's database of hotel information, combined with broad insight and extensive experience, enables us to produce well-documented studies that contain fully supported value conclusions. Each report is customized to meet client requirements based on mutually agreed upon parameters. The HVS approach on hotel and real estate appraisal is widely used by hotel management companies, financial institutions, equity investors and developers of hotels in making investment decisions in the South Asian hospitality industry.
Additionally, our portfolio of consulting services also includes providing Operations Audit Services, through expert, independent assessments and unbiased reviews of various processes affecting the operational efficiency of hotel assets.
Executive Search, another vertical to the base of services offered, entered the Indian subcontinent in 2001 and currently manages diverse portfolios across varied sectors. HVS Executive Search has offices in New Delhi and Mumbai and is among South Asia's first retained Executive Search practice. 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
The strategic marketing and creative division of HVS India, HVS Marketing and Communications is the only one stop shop for hospitality marketing in the country. With over 40 years of combined hospitality marketing and creative experience, HVS MC excels in offering viable and strong research based marketing and communication solutions to its clients. Services include pre-opening, opening and promotional marketing campaigns with ROI based advertising, media planning, creative support and branding strategies. Our list of clients include leading hospitality brands in the country such as Accor, Pullman, Novotel, Mercure, Ibis, Fortune, Crowne Plaza, Radisson Blu, Park Plaza, Premier Inn, Sheraton and Peppermint Hotels.
CONSULTING AND VALUATION
EXECUTIVE SEARCH
MARKETING AND COMMUNICATIONS
Page 2
HVS Sustainability Services provides a range of business-driven consulting services that enable hospitality firms to identify cost saving opportunities, enhance operational efficiency, and demonstrate a positive commitment to the environment, guests, investors, and other relevant stakeholders. Sustainability Services quantifies cost reductions through efficient consumption of resources like energy and water, and reduction in waste generation. Furthermore, it describes the reductions through these environmental solutions using key financial metrics. HVS Sustainability Services works directly with owners and operators to evaluate the business case for capital investment into environmental technologies; we further promote accessibility to conventional and nonconventional financing mechanisms for technology-driven retrofit projects. Our industry intelligence and global presence provide you with the best information and tools to make critical decisions that improve operating income translating into higher asset value for owners.
SUSTAINABILITY SERVICES
A confluence of hotel industry stakeholders, visions and ideas, industry news and networking, HICSA has successfully created an interactive platform in the South Asian region. For enquiries regarding the eighth annual c o n f e r e n c e , H I C S A 2 0 1 2 p l e a s e v i s i t
or email us at www.hicsaconference.com [email protected]
Page 3
2012
th8 HOTEL INVESTMENT CONFERENCE - SOUTH ASIA
HICSA 2012APRIL 3-4, GRAND HYATT MUMBAI
www.hicsaconference.com
The Indian Hotel Industry Survey 2010/11 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
Anirudh KatreSenior Associate
Tulika DasResearch Associate
Synopsis and Key Highlights
Introduction
The Indian hospitality industry has emerged as one of the key industries driving the growth of the services sector and, thereby, the Indian economy. The FHRAI Indian Hotel Survey 2010/11 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.
Data Collection
The data for the FHRAI Indian Hotel Survey 2010/11 Report has been contributed by the member hotels of 1 FHRAI. The FHRAI sends out a questionnaire to each of its members (currently numbering 2,396 member
hotels) which is then analyzed and presented in this report. The data presented in the current edition is culled from 1,318 responses.
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, among others, are then presented under the following categories:
lStar: Five-Star Deluxe, Five, Four, Three, Two and One-Star hotels along with Other hotels (which are not classified under any star rating).
lInventory: Number of rooms in hotels are categorized as Less than 50 Rooms, 50-150 Rooms, and More Than 150 Rooms.
lAffiliation: The two types of affiliations used to categorize hotels are Affiliated to chain, and Independent.
lPrimary Markets: : The seven major cities described in this report are Bengaluru, Chennai, Goa, Kolkata, Mumbai, Delhi-NCR, and Pune.
lSecondary Markets: Twelve secondary cities described in this report are Ahmedabad, Bhubaneswar, Hyderabad, Indore, Jaipur, Kochi, Kottayam, Mysore, Shimla, Thiruvananthapuram, Udaipur, and Vadodara.
Page 4
1As of September, 2011
Qualifying Conditions
l
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.
lHotels across different categories showing similar characteristics have been combined under the same category.
lTo 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
lIn some cases, there are large fluctuations in the data and this noise in the data may be attributed to the changing participation in the survey and may not be an accurate representation of market performance.
Presentation of Financial Data
lPercentage 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.
lAmount per Available Room (PAR) is the financial performance of a single room and is based on the total inventory.
lAmount per Occupied Room (POR) is the performance of a single occupied room.
All amounts presented in this report have been rounded to the nearest whole number and are in Indian rupees (`) for the fiscal year 2010/11 (April-March). In the financial statements, rupee amounts are provided as amounts per available room (PAR) and per occupied room (POR) in order to eliminate differences in the size of hotels surveyed.
While it is our endeavour to represent all the cities in India, we are limited by the data received from the
Page 5
Key Trends
Country Trends
This section is divided into three parts: Country Trends, In the Focus, and City Trends. In the first subsection, an overview is provided of the broad trends that have been observed in the country in the past year. The second subsection highlights the trends related to revenue and income generation, and presents the survey findings related to Key Operating Statistics. This is followed by the City Trends, which reflect HVS's perception for each city, as well as our expectations with regard to its future performance.
l The year 2010/11 was a period of consolidation for the Indian hotel industry. The preceding years witnessed the effects of the global financial crisis as well as the impact of the terror attacks in Mumbai that led to a dip in overall occupancies and average rates. However, 2010/11 witnessed slow but marginally improved performance levels for the industry with overall occupancies growing from a nationwide average of 59.9% to 62.1%. Average rates also grew by approximately 10.0% from `4,149 in 2009/10 to 4,567 in 2010/11. Strong domestic demand, coupled with increased global confidence in the business environment in India helped in improving occupancies and average rates.
The improved performance levels, however, did not translate into an overall improvement in profitability for hotels across the industry. Rising inflation levels meant increased overhead costs for hotels resulting in lower margins. An overall increase in departmental and fixed expenses as a percentage of revenue led to a decline in net income percentage of approximately 4.0% in 2010/11 as compared to 2009/10. The PAR increase in property operations and maintenance costs, along with the POR increase in rooms division and food and beverage (F&B) expenses are responsible for the reduction in bottom lines.
lIncreased visitation from Asian countries: The results of the survey reveal an increase of approximately 17% in hotel guests from ASEAN countries over that in the last year and an approximate increase of 5% in hotel guests from Japan. The increase in travel from Asia may be attributed to the increasing presence of Asian companies in India, which has led to the creation of a fairly developed corporate travel market. Most hoteliers that HVS has interacted with have also affirmed an increase in the number of bookings received from travellers from South Asian countries over the last two years. Additionally, the increase in Asian tourists may also be attributed to the introduction of Southeast Asian low-cost airlines such as AirAsia, Tiger Airways and Silk Air, which has made travel to and from India far more economical than the recent past. Going forward the linking of smaller cities (Tier II and Tier III) in India like Calicut and Kochi (along with Thiruvananthapuram) to Dubai by the homegrown IndiGo, which also commenced operations to Southeast Asian countries in September this year, is expected to augment growth in hotel demand.
lTelephone Department: The telephone department has, over the years, become more of a cost centre than a revenue generator for a hotel. This year's survey reveals a departmental expense percentage of 104% which is indicative of this trend. With increased use of mobile telephony coupled with much improved Internet speeds that have enabled Voice over Internet Protocol (VoIP) to be increasingly used by business and leisure travellers, has meant lower revenues being generated by this department. Additionally, call charges at most hotels are exorbitantly priced thereby discouraging hotel guests from using the service. Hotels continue to pay line rentals to phone companies as well as annual maintenance charges for sophisticated Call Accounting Systems without realising sufficient revenues from hotel guests to cover the cost of operations.
lSocial Media Marketing and Technology: The overall improvements in technology over the last five years have been significant and have impacted the hotel industry as well. Internet access on perhaps every possible personal device, the introduction of 3G, coupled with the huge advancements in smart
Overall Performance:
`
Page 6
2 Social Bakers
phones and tablet technology, has meant more people are connected to the Internet all the time. Social Media sites that have benefitted through these advancements have seen their database of users increase significantly resulting in these sites almost becoming a way of life for most around the world. Facebook, perhaps the most popular of Social Media sites has seen its user base grow from 100 million users in 2008
2to 800 million users as of September 2011 . Hotels across the country, too, have joined the bandwagon of Social Media Marketing and have benefitted immensely from its strong reach at almost no cost of operation. Today, a large number of hotels have a Facebook page and Twitter accounts to reach out to their target audience and promote several events in their hotels resulting in increased footfalls and patronage. Hotel companies today have also had applications (Apps) developed for smartphones and tablets that enable hotel bookings on the go while third party travel websites like Expedia and Make–My-Trip help with planning travel itineraries by recommending and reviewing hotels across the country.
l The impact of the global economic crisis in 2009/10 resulted in the price-sensitive domestic traveller settling for leisure trips within the country leading to increased domestic demand for hotels. This trend of strong domestic demand has continued to grow in 2010/11 as well. This year's survey has witnessed an approximate increase of 8.1% in the Domestic FIT segment and an approximate increase of 14.2% in the Domestic Groups segment over that of last year. Going further, the improvement of overall connectivity facilitated by additional destinations in the portfolio of low-cost airline carriers like GoAir, Spicejet and Indigo, is further expected to increase domestic tourist movement within the country.
lEmployee to Hotel Room Ratio: Efficient manpower utilization continues to be an area of concern for the Indian Hotel Industry. The all-India average of total employee to hotel room ratio stands at 1.6, much higher than that in hotels across the globe. A major reason that can be attributed to this high ratio is the performance of four and three-star hotels as far as manpower utilization is concerned. The all-India ratio this year for the four-star category stands at 1.8 employees per hotel room while that for the three-star category stands at 1.6. Primary reasons for these ratios being high maybe attributed to Indian hotel owners tending to 'overspec' their hotels. Midmarket and budget hotels in India offer more expansive facilities especially with respect to the F&B offerings in a hotel and therefore require a large number of personnel to manage operations as compared to hotels globally.
lEnergy: This year's survey reveals an overall drop of approximately 3.3% in energy costs as a percentage of hotel revenue indicating better efficiency levels among hotels than in the previous year. Several hotels across the country have employed various “Green” initiatives translating to a contribution towards a more eco-friendly environment and improved marketability for the property by being certified as a “Green Hotel”. Additionally, employing these initiatives have also resulted in more efficiently run operations, that have consequently resulted in better efficiency levels with respect managing rising energy costs. Going forward, companies like HVS Sustainability Services will further enable hotels to improve their financial, environmental and social performance.
Domestic Traveller:
Page 7
3 HVS Trends and Opportunities Report 2011
In the Focus
HVS estimates approximately 102,348 new hotel rooms are to enter the Indian hotel market by 2015/16, of which approximately 60% are expected to be actively under development. A significant number of these hotels are expected to be affiliated with global brands and be of international quality and service offerings. Hotel operators across the country would need to prepare themselves for this expected competition by improving their operational efficiencies and also their product and service offerings. The following exhibits highlight some key emerging trends.
Exhibit 1 highlights the trends for sources of revenue for hotels over the last five years. As evident from the Exhibit, F&B has been fairly steady with respect to its overall contribution to hotel revenues. F&B revenues (including banquets) in India continue to support top lines since they are largely independent of factors that affect room demand and more driven by the local market. However, going forward we expect F&B revenue contributions to the overall revenue pie of a hotel to come under pressure in the medium to long term. Several branded budget hotels that are estimated to enter the market over the next few years, are expected to include minimal F&B facilities and in some cases lease out the F&B outlet of the hotel to a third-party vendor. Additionally, the increasing number of stand-alone dining options across several cities, which include both fine-dining and casual-dining options, is also expected to affect the number of locals visiting hotel restaurants
3
Page 8
Exhibit 1: Source of Revenue 2006/07 to 2010/11
59.66% 61.20% 60.49% 56.66% 57.16%
34.11% 33.48% 34.46% 37.52% 36.62%
6.23% 5.32% 5.05% 5.82% 6.23%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2006-07 2007-08 2008-09 2009-10 2010-11
Rooms F&B and Banquets Other
Exhibit 2 illustrates the PAR trends in revenue and net income over the past five years. While revenue increased by approximately 13.0%, net income showed a decline of 4.0% as a percentage of revenue over the previous year. This could be attributed to a POR increase in departmental and operating expenses over last year; both of which grew by 2.8% and 10.5% respectively. The growing inflation in 2010/11 resulted in POR expenses for the rooms division and F&B to grow by 4.0% and 1.0% respectively. Additionally, POR expenses pertaining to administrative and general (A&G) and property operations and maintenance also saw a 16.0% and 15.0% rise respectively over last year.
Exhibit 2: Revenue and Net Income 2006/07 to 2010/11
Exhibit 3 illustrates the earlier mentioned trend of the year 2010/11 being one of consolidation wherein all-India occupancies grew by approximately 4% over the previous year and average rates grew by approximately 10%.
Page 9
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
0
200
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2006-07 2007-08 2008-09 2009-10 2010-11
Ave
rage R
ate (`)O
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Average Rate Occupancy
Exhibit 3: Occupancy and Average Rate 2006/07 to 2010/11
CO
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ITIO
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2007
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Page 10
City Trends
The year 2010/11 steadily saw performance levels improve for the Indian hotel industry over 2009/10 which had witnessed the effects of the global economic crisis. Most hotel markets across the country saw improved occupancy levels and average rates with an increase in international leisure demand (up 11.7% from the previous year), strong growth in domestic leisure demand (up 9.7% from the previous year) and a double digit growth emanating from Meetings, Incentives, Conventions and Events (MICE) up approximately 17.3% from the previous year.
It should be noted that the country average is not representative of the trends seen in certain key hotel markets in India as it includes the results of lower star category hotels across several cities which, comparatively, have a more restrained operating environment. Table 2 illustrates average occupancy and rate for 32 cities/regions across the country over the last five years, which is followed by HVS's viewpoint on the demand-supply scenario and performance of the 19 identified hotel markets based on in-house research.
TABLE 2: Average Occupancy and Average Room Rate: 32 Cities/Regions in India
Page 11
City 2006/07 2007/08 2008/09 2009/10 2010/11 2006/07 2007/08 2008/09 2009/10 2010/11
All India 66.8% 69.3% 63.1% 61.3% 62.1% 4,556 4,487 4,842 4,578 Agra 58.9% 62.8% 54.8% 57.0% 63.2% 2,361 3,307 4,211 2,482 3,968 Ahmedabad 69.6% 74.9% 63.7% 65.7% 67.6% 2,108
4,138
4,039
3,367
3,234
Aurangabad 52.9% ID 56.5% 57.9% 59.5% 2,160
ID 2,289
2,850
2,612
Bengaluru 67.9% 73.1% 56.5% 52.6% 53.8% 8,519
9,679
9,757
6,766
5,838
Bhopal 74.7% 70.3% 72.2% 66.1% ID 2,028
2,647
2,639
3,110
ID
Chandigarh 88.7% 79.6% 79.6% 69.1% 70.4% 1,103
4,057
3,716
4,780
4,544 Chennai 78.7% 77.4% 64.6% 65.6% 64.8% 3,340
3,076
4,678
4,083
5,508
Coimbatore 72.9% 77.8% 72.1% 75.5% 72.8% 2,322
2,634
3,255
3,236
3,989 Darjeeling 56.3% 57.8% ID 47.2% ID 2,090
1,719
ID 3,193
ID
Goa 71.3% 70.1% 61.7% 63.1% 64.4% 4,515
4,368
5,378
4,757
7,807 Hyderabad 71.6% 63.7% 56.3% 58.8% 53.3% 4,660
5,643
4,730
5,137
4,152
Indore 69.8% 72.9% 68.7% 65.2% 65.4% 992
1,486
1,933
1,814
1,869
Jaipur 69.2% 63.0% 61.4% 57.7% 64.0% 2,743
5,460
4,472
4,059
3,071
Jodhpur 50.7% 53.6% 51.0% 43.2% 49.2% 4,066
5,468
3,964
4,552
5,519
Kochi 75.4% 75.2% 67.4% 64.4% 74.2% 1,237
1,486
2,062
2,806
1,528
Kolkata 75.6% 72.5% 69.6% 64.5% 65.4% 3,567
5,138
5,342
4,880
4,788
Kullu-Manali 46.9% 48.1% 50.9% ID ID 2,334
1,688
3,716
ID ID
Lucknow 70.8% 71.6% 63.0% 58.7% 59.8% 1,988
2,208
2,491
5,109
2,393
Mount Abu 56.6% 57.0% 69.4% 67.5% 63.0% 1,558
1,825
1,823
2,159
2,821
Mumbai 79.2% 80.1% 71.2% 67.2% 69.0% 4,996
6,665
6,822
5,833
5,087
Mussoorie 50.9% ID 48.0% 45.9% 52.5% 1,454
ID 4,099
6,078
5,817
Mysore 46.4% 66.3% 67.7% 67.7% 71.4% 3,300
1,254
2,340
2,637
4,634
Nagpur 69.4% ID ID 61.5% 76.6% 1,144
ID ID 3,132
2,314
New Delhi - NCR 82.2% 78.0% 64.8% 64.6% 59.0% 7,459
9,728
6,087
6,985
6,763
Pune 80.7% 76.5% 65.5% 53.2% 53.3% 3,232
4,927
4,951
3,921
3,140
Raipur 74.1% 52.7% 64.3% 39.0% ID 2,550
1,055
1,087
1,521
ID
Shimla 52.2% 64.6% 52.7% 48.0% 42.7% 1,554
1,033
1,766
1,790
2,267
Thiruvananthapuram62.4% 65.1% 57.9% 55.3% 61.8% 3,959
2,221
1,570
1,422
1,380
Ootacamund 48.5% 58.3% 58.1% ID ID 1,527
1,258
1,956
ID ID
Udaipur 57.8% 58.2% 51.6% 47.0% 55.2% 3,700
6,320
7,319
3,543
7,406
Vadodara 71.9% ID 77.9% 65.6% 77.8% 1,730 ID 2,779 4,360 3,703
Visakhapatnam 71.4% 75.9% 69.0% 62.1% 76.3% 2,495 3,169 3,687 2,809 5,431
Occupancy Average Room Rate(`)
3,741
ID: Insufficient Data
Seven Major Cities
Bengaluru
Bengaluru witnessed a steady increase in both occupancy and average rate in 2010/11. The average rate reflected in Table 2 includes a large percentage of unbranded hotels and, therefore, presents a lower average rate than that in the previous year. HVS's research on branded hotels reveals that the city saw a considerable increase in demand for hotel rooms as a result of increased corporate travel post the economic slowdown of the previous years. The hotel market in Bengaluru is broadly divided into three micromarkets i.e. the Central Business District (CBD), the Whitefield area and the Electronic City area. The city is expected to further segregate into two additional micromarkets i.e. the Northern (Devanhalli) and Western (Yashwantpur) markets. While the CBD comprises mostly first class/luxury hotels that cater to mid-management or higher ranked corporate clients, Electronic City and Whitefield largely consist of midmarket to budget hotels with the exception of a few first class hotels. The city relies heavily on Commercial demand emanating from the various micromarkets highlighted above. The year 2010/11 witnessed growth in Extended Stay demand in areas like Whitefield and ORR-Sarjapur. The city's MICE demand potential, however, continues to remain untapped owing to a lack of significant meeting spaces. The delay in the development of a proposed
3convention centre in Devanhalli is a further set back. Going forward, we expect approximately 12,500 rooms to enter the Bengaluru market with a 67-percent probability factor of these rooms actually commissioning. This addition of inventory is expected to result in occupancy and average rate pressures especially in the Whitefield and Electronic City areas.
Chennai
Similar to most major cities, Chennai also witnessed a steady increase in occupancy in 2010/11 and a marginal growth in average rate as well. The city saw a resurgence of demand from the IT Sector as well as the
4 automobile sector, which witnessed a record year-on-year volume growth of 26.0% in total units produced due to revival in demand and easy availability of financing. City hotels, however, continue to cater to demand emanating from traditional sectors like banking and finance.
Going forward, as the city expands further, significant investments into hotels primarily in the budget and midmarket segments in the Sriperumbudur and OMR areas is estimated to result in these areas converting to individual micromarkets within Chennai. OMR is the IT corridor of the city and Sriperumbudur, along with Oragadam, is fast becoming an industrial hub with manufacturing and automotive sectors playing a key role. As these areas continue to witness additions of major companies, HVS expects hotels to benefit from increased demand from the Commercial and Extended Stay segments. Additionally, new hotels that are planned with large meeting facilities are expected to increase demand for MICE as well. A total of 2,500 rooms are expected in the next three years in the upscale and luxury segments, adding to an existing base of approximately 2,000 rooms in the same segments. The large amount of supply entering the market is bound to put pressure on occupancy levels in the short to medium term, but the city-wide average rate is expected to witness growth due to the luxury and upscale products entering the market.
Goa
Goa, which is among the most popular leisure destinations of the country, saw a marginal increase in marketwide occupancy in 2010/11. The survey results reveal a significant jump in average rates, which can largely be attributed to the recovery of average rate among upscale hotels across Goa post the effects of the downward pressure faced in 2009/10 as a result of the global economic crisis. The city continues to witness steady year-on-year demand growth. However, this growth would require the facilities at the current airport to be further developed to handle passenger movement round-the-clock. The proposed development of a new airport in North Goa has also shown no signs of progress. Additionally, other issues such as lack of a
Page 12
4 Society of Indian Automobile Manufacturers
comprehensive tourism policy, obstacles in obtaining approvals and clearances, lack of clarity regarding the latest CRZ norms and frequent disputes over land use and ownership have resulted in a relatively slow increase in supply within the Goa hotel market. In the short to medium term, MICE demand for the city is expected to get a fillip with the recent opening of the Grand Hyatt. Overall, the outlook for the city remains positive with average rates expected to grow gradually in the medium to long term. We are of the opinion that Goa will continue to remain a lucrative market that will witness year-on-year growth in tourist arrivals. We expect the proposed supply of new hotel rooms to therefore be successfully absorbed by the market in addition to an in increase in overall occupancy levels.
Kolkata
Kolkata, witnessed marginal improvements in occupancy but a slight correction in average rates from 2009/10. The city's hotels cater to demand mainly from the Commercial and MICE segment, although in the last two years demand from the Leisure segment has also seen significant growth. Although the city has seen limited improvements in the civic infrastructure of the old CBD areas, new developing areas like Rajarhat promise an
3overall positive outlook for Kolkata. Approximately 3,600 rooms are expected to be developed in the market, of which we estimate 58% room inventory to be developed over the next five years. A large percentage of these hotels are expected to be positioned in the upscale and midmarket segments which will strengthen the overall product offering and make it comparable to the other metro locations in India. In the short term this will result in overall average rates to remain at their current levels, however with the entry of new supply, occupancy levels are expected to correct in the short term and retain their current levels once the new properties achieve stabilized performance levels.
Mumbai
Mumbai has maintained its 2009/10 occupancy levels with a slight decline in average rates. Still recovering from the significant drop in marketwide performance following the economic downturn in 2008 and 2009 coupled with the addition of new supply, growth for the overall market remains slow paced. The future outlook for Mumbai, however, remains positive; being the financial hub of the country, it will continue to attract commercial demand from the services sector, comprising financial services, consulting, insurance and banking companies. North Mumbai continues to develop into a major commercial hub on account of lower office rentals and the majority of the city's working population residing here. From an infrastructure standpoint, the Chhatrapati Shivaji Airport is continuing its expansion and the Mumbai Metro Rail Project is expected to start partial operations of Phase I in 2012. However, intra-city roads and the burgeoning traffic conditions continue to be a sore point for commuters in the city. A new international airport development in Navi Mumbai finally received clearance in 2010 and is expected to commence development sometime in the next twenty four months.
Delhi-National Capital Region (NCR)
The NCR comprises of hotels located in Delhi, Noida, Gurgaon, Ghaziabad and Faridabad. Supply pressures in the NCR saw the city occupancy and average rates drop from those in the previous year. The Commonwealth Games which was hosted in Delhi during October 2010, did not result in the expected increase in room night demand for Delhi, neither did it provide the anticipated fill up business in the lead up to the event. Gurgaon and Noida have established themselves as strong individual micromarkets although, only Gurgaon, continues to add new hotel rooms year-on-year. The abundance of Grade A office space at relatively low rentals have resulted in several companies shifting base from Central and South Delhi to these areas and thereby significantly affecting Commercial demand across the various micromarkets. Additionally, infrastructure developments such as improved Metro connectivity to Gurgaon and Noida have further improved overall development of the area. However, poor public road transport, civic infrastructure and inadequate traffic management solutions continue to dampen the otherwise forward looking regions. On the
Page 13
other hand, the main areas of Central Delhi have seen much improved infrastructure on account of preparations for the Commonwealth Games. These include the expansion of the Delhi Metro, construction of intra-city roads and the development of the new International Terminal (T3) among others that have helped in making the city more attractive for both investors and travellers.
On the supply side, land acquisition and project implementation in many areas of Noida-Greater Noida has seen a slowdown in spite of this area hosting world class events like the recently concluded Indian Formula One Grand Prix in October 2011. Other identified growth areas in Delhi like the DIAL Aerocity (about 15 hotels under planning and development), Gurgaon, Dwarka, West and East Delhi continue to see active hospitality focused developments. Gurgaon, alone is expected to double its supply over the next five years and has had the highest completion ratio of announced projects in the NCR. In the short term, the NCR continues to be a strong market and the phased introduction of the DIAL hotels from late 2012 coupled with the addition of proposed commercial developments in Gurgaon, Noida and Faridabad and a convention centre in the Aerocity area is estimated to augment room night demand in the years ahead. In the short term, individual micro markets like Ghaziabad, Greater Noida, Faridabad and East Delhi will see a correction in the market occupancy; this will be reflective of the rate of entry of new supply into these markets. However, in the medium to long term each of these markets will see significant growth in demand and will allow occupancy levels to strengthen. In the next two years, the market wide average rates in most locations of NCR will see a correction especially with the opening of the DIAL Aerocity hotels.
Pune
Pune saw both, occupancy levels and average rates come under pressure in 2010/11. With a supply increase of 3approximately 2,000 hotel rooms in 2010/11, the city which was largely a Commercial-demand driven market
is also developing as a MICE destination in west India. The city hotels today support a total indoor meeting space area of approximately 8,500 square metres. Micromarkets like Hinjewadi, Chakan, Ranjangaon, and Talegaon are the main demand generators for the city hotels, filling the void created by the lack of a traditional CBD. Going forward, the city is still expected to see a large influx of supply in each micromarket; of this new supply, midmarket and budget hotels now form a large share that bodes well for the hotel market growth in the identified industrial areas. In the short term, we believe that market occupancies will improve from current levels while average rates will continue to see correction. In the medium to long-term, as MICE demand continues to grow we estimate the market to reach stable levels of performance.
Ahmedabad
The Ahmedabad hotel market saw a steady increase in occupancy in 2010/11 with a very marginal dip in average rates. Under the current government's investor-friendly regime, an increasingly large number of companies are moving to Ahmedabad and are looking to make major investments into the state. Though Ahmedabad is considered a business friendly destination with transparent government policies, some projects such as the Gujarat International Financial Tec-City (GIFT) and the Sabarmati Riverfront
3Development Project have encountered delays. A hotel room supply pipeline of approximately 2,300 rooms, of which we believe 73% is being actively developed, is testament to the bullish nature of hotel investors in the area. The strong demand growth in the market is expected to support the proposed new supply, and we expect this trend to continue in the medium to long term. However, owing to the price sensitive nature of the Ahmedabad market and supply pressures, we expect only moderate rate increases in the near future.
Bhubaneswar Bhubaneswar is the capital city of Orissa and is also popularly known as the 'Temple City of India'. It is an
Twelve Other Cities
Page 14
important Hindu pilgrimage centre and has hundreds of temples that dot the landscape of the city. It is also an important centre for handicrafts that include stone and wood carvings, Patta paintings, tie and dye textiles, brass and bell metal work among many others. The city primarily has hotels in the unbranded segment with a few midmarket and first class hotel brands. Demand for the city is primarily Leisure in nature wherein the city acts as a gateway to other cities in Odisha like Puri, Cuttack and Rourkela.
Hyderabad
Political turmoil in Hyderabad was responsible for reduced travel to the city in 2009/10. As a result, occupancy levels and average rates for the city suffered. However, tired of waiting for the political situation to resolve, travel has commenced once again in Hyderabad's corporate sector. This has led to the increase in Commercial demand from existing companies and marginally improving overall performance levels of hotels in 2010/11. However, no new companies are/or investments are moving to Hyderabad, which is a cause of concern for hotel operators as the existing demand for hotel rooms will keep getting divided between more hotels in the years to come. The Hyderabad International Convention Centre (HICC), which should have reached a stabilized level of performance by now, has had to rely heavily upon weddings and social functions to sustain operations, a major deviation from the initial strategy of hosting only high-profile domestic and international conventions and groups. The muted demand growth coupled with approximately 7.0% increase in supply has led to eroding rates with hotel operators giving precedence to raising occupancy levels. Going forward, we expect this trend to continue over the next few years.
Indore
Indore is the economic and commercial capital of Madhya Pradesh. Historically, business activity had been limited to textile production and domestic trade. These production houses, factories and mills are concentrated in the heart of the city. The state government is now trying to improve the IT infrastructure in the city and the plan to set up an IT SEZ near the proposed international airport has received approval from the state government. The city is also now becoming a key manufacturing centre for automobile units like Force Motors, Bajaj Tempo and Eicher Motors. The hotel market consists of budget and midmarket hotels, and has shown stable performance in the past five years. The recent opening of the Radisson Blu Hotel saw the first five-star deluxe hotel being added to the city. Going forward, we expect the addition of medium sized budget and midmarket hotels both in the branded and independent hotel segments. With the expansion and development of automobile units and the development of multi-use SEZs in the city, we expect a stable performance for Indore in the next few years.
Jaipur
Jaipur continues to be one of the top leisure destinations of the country owing to its rich cultural heritage and presence in the Golden-Triangle itinerary together with Delhi and Agra. Commercial demand, which is restricted mainly to the city centre area, has historically emanated from its large base of garments, gems and jewelry traders. In the recent past, Commercial demand has been supplemented by the addition of the business process outsourcing (BPO) sector, specifically, Infosys and Genpact and telecommunication companies such as Airtel, Vodafone, Reliance etc. Telecommunication companies have set up both technical as well as sales offices in Jaipur with the purpose of rolling out 3G services in the state. Similar to other leisure destinations in the country, Jaipur witnessed improved performances in 2010/11. The city is also beginning to generate large amounts of MICE demand on the back of hotel openings like the Marriott and the soon to open Fairmont, which come with substantial meeting spaces on offer. Additionally, a convention centre planned by the state government in Sanganer is further expected to boost MICE demand in the city. The year also witnessed much improved domestic leisure travel movement and this trend is expected to continue in the short to medium term. The domestic traveller now contributes to 40% of Jaipur's Leisure segment as against
3the earlier 30%. A supply pipeline of approximately 4,800 rooms, of which 45% are expected to see
Page 15
completion, is expected to result in occupancy and rate pressures across the city. Additionally, a large percentage of the proposed supply is expected in the first class segment, which may act as a deterrent for the price-conscious domestic traveller who now comprises a significant portion of the leisure segment.
Kochi
Kochi has historically been the trade and financial hub for Kerala and has now added tourism to its portfolio by becoming the gateway to some of the country's most popular tourist destinations like Kumarakom and Thekkady amongst others. Although the major portion of demand for hotel accommodation comprises of the Commercial segment, Kochi caters to large MICE and Individual Leisure demand as well. The International Container Transshipment Terminal (ICCT), the first transshipment terminal in India, is expected to see the city grow into an international sea port. For the hotel industry, this will augment the growth of Commercial demand for the city with the port positioned to handle 5.5 million large container vessels each year. Also the introduction of the Kochi Tuskers, the IPL cricket team of the city, is expected to provide a major fillip to room night demand when IPL matches are held in the city. However, air travel to and from Kochi continues to be expensive and overall connectivity will also need to improve to enable the city to further capitalize on its MICE and Leisure demand.
Kottayam
Kottayam, which is located in Kerala, is famous for its panoramic backwater stretches, lush paddy fields, highlands, hills, hillocks and extensive rubber plantations. The city is an important centre for trading spices and commercial crops, especially rubber. It was the first town of India to achieve 100% literacy back in 1989. The city is primarily a leisure destination and forms a part of several Kerala tourism itineraries that include other places like Peermade, Munnar, Thekkady, Ernakulam and the temple city, Madurai. Most hotels in the area are in the unbranded segment with a few select First Class branded resorts. Given the steady nature of Leisure demand that the city receives, we expect the Kottayam hotel market to be relatively stable in the medium to long term.
Mysore
Mysore's proximity to Bengaluru and excellent climatic conditions allows it to be a popular tourist destination, receiving over two million visitors annually. The city's growth and expansion is managed by the Mysore Urban Development Authority (MUDA). Mysore is well connected to Bengaluru, Ooty, Coorg, Kozhikode and Coimbatore. Traditional industries in Mysore comprise of weaving, sandalwood carving, bronze work and the production of lime and salt. Additionally, industries in Mysore also comprise of tourism, engineering, auto ancillaries, silk production, IT and ITeS. The city also houses several education and research facilities that include medical, dental, pharmacy, engineering and science colleges. The hotel market currently comprises of small unbranded hotels in the budget and midmarket segments. Future supply indicates the addition of branded medium-sized midmarket hotels to this current supply. The Bengaluru-Mysore Infrastructure corridor, planned commercial developments, growth in tourism and improved operations of the airport are expected to facilitate the further growth of the hotel market in Mysore. The commencement of the airport at Mandakalli is expected to stimulate the development of a peripheral area and we expect it to emerge as a major demand generator in the long run.
Shimla
Shimla, the capital city of Himachal Pradesh, has historically been the summer getaway for domestic travellers emanating from Delhi-NCR, Punjab, Uttar Pradesh and Haryana. As a market the city tends to see peak occupancies in the summer months (April to September) and lower occupancies in the winter ones (October to March). The surrounding areas of Shimla, which include locations like Kasauli, Chail, Nalderah
Page 16
and Kufri have witnessed increased visitation with the opening of several small unbranded midmarket resorts resulting in occupancy pressures in the city. Additionally, rapid commercialization of the city has affected the destruction of the flora and fauna of the area resulting in eroding Leisure demand to the city. As smaller independent resorts continue to open in the area, we expect hotel occupancies and rates to come under some pressure in the next few years.
Thiruvananthapuram
Thiruvananthapuram, the capital city of Kerala, is fairly dissimilar to other cities in the state in that Leisure travel is not the main demand segment for hotels in the area. Room night demand in the city primarily emanates from the Commercial and Government segments. Kovalam, which is located approximately 16 kilometers south of the city, is the only area that generates Leisure demand by way of its quality hotels with private beach access. A lack of any significant new commercial development has resulted in declining occupancy and average rates for Thiruvananthapuram. Although the government is trying to encourage growth of the IT and ITeS sector with the expansion of the Technopark campus, these developments have been slow in taking shape and are not helping generate new demand for the city hotels. As this trend is expected to continue in the short to medium term coupled with a limited addition to future supply, the hotel market in the city is expected to see limited growth for the next few years.
Udaipur
Udaipur, in the state of Rajasthan, is a popular tourist destination famous for its forts, palaces, havelis, architecture, heritage and culture. The city's location along NH-8, which connects the city to Delhi via Jaipur in the north of India and Mumbai via Ahmedabad in the west, acts as an advantage. The city benefits from a significant number of domestic and international tourists and by virtue of the number of luxury properties that exist here, Udaipur hotels attract high average rates. Though Udaipur has moderate climate throughout the year as compared to the rest of the state, the period from September to March is considered to be the peak season in the city as the temperatures are very pleasant. The overall performance of the city has been fairly stable for the past five years with a slight dip in 2009/10 owing to a decline in foreign tourists as a result of the global economic crisis. The year 2010/11 saw a revival of sorts, albeit at a slow rate. Considering the importance of the city as a popular destination for tourists, we expect the city's performance to be relatively stable in the medium to long term.
Vadodara
Vadodara, the third-largest city in Gujarat, has emerged as an important industrial hub. Most of the industrial activity is based out of industrial estates established by the Gujarat Industrial development Corporation (GIDC) in the peripheral areas of Savli, Halol, Waghodia and Makarpura. In 2009, Larsen & Tourbo (L&T) set up Knowledge City near Waghodia as the headquarters of three of its companies. Going forward, we expect most of the new developments to take place outside the municipal corporation limits due to pressures of local taxation and land availability. Moreover, the central business district of the city is highly congested and has limited growth potential.
Unbranded hotels positioned predominantly in the budget and midmarket segments constitute a large portion of the Vadodara hotel market. Presently, there are only five branded hotels operational in the city, of which, two have commenced operations in 2011. While historically Vadodara has been a stable market, the market dynamics are expected to change with the addition of approximately 825 rooms across branded and independent segments over the next few years. The marketwide occupancy and average rates are expected to come under pressure for the next two to three years; however, considering the proposed expansion of the surrounding industrial estates, an overall steady growth for the city is anticipated.
Page 17
1. Indian Hotel Industry by Star Category
Introduction
This section presents the results of the performance of the hotels analyzed according to the star classification of the hotels participating in the survey. An overall total of 1,318 hotels participated in the survey for 2010/11. The hotels have been classified into the eight categories applicable in India. Table 1-1 to 1-10 present the results of the performance of Indian hotels according to their star classification for the year 2010/11.
To provide further comparisons, we have included a column for All India Totals across all star categories. Each section includes the total number of respondents for each component of the survey, allowing the reader to judge the validity of the data received.
The layout has been standardized in each section to enable consistency throughout the entire document. All figures pertain to 2010/11 (April-March), and monetary figures are in Indian rupees (`).
Trends
lEmployee to Room Ratio: The survey results reveal the difference between five-star deluxe and four-star hotels as far as the employee to room ratio is concerned as not that significant. While the former averaged 2.0 employees per hotel room in 2010/11, the latter was at 1.8 for the same period. Globally, the room to employee ratios for four-star hotels and below tend to be lower than or equal to 1.0. In fact if one were to analyze the lower positioning of hotels as well, none were below 1.0 employee per hotel room in their respective categories.
lMarket Segmentation: Market segments, overall, saw some distinct changes in 2010/11. While domestic travel dominated, the contribution of the domestic business traveller dropped from that in the previous year by 16.0%. On the other hand, both domestic and foreign FIT movement grew by 8.0% and 13.0%, respectively in line with the overall economic growth in India. Additionally, MICE as a segment, has grown steadily over the last two years to form approximately 11.5% of the overall segmentation. This may be attributed to a number of properties added to the market with large meeting spaces and room inventories. Airline Crew, as a segment, continues to be largely catered to by five-star deluxe, five-star and four-star hotels.
lCountry of Origin:
.
The overall composition of the country of origin of guests continues to mirror that of the previous years' i.e. the UK, USA, followed by other European countries dominate the overall visitations. The warmer climate in India as compared to the sub-freezing temperatures in Europe is a primary driver of the European-led tourism. This year also witnessed increased visitation from the ASEAN countries, China and Japan. The increasing presence of Asian companies in India, has led to the creation of a fairly developed corporate travel market
Page 18
TABLE 1-1: Indian Hotel Industry by Star Category: Facilities Analysis and Staffing
Page 19
Typical Room Profile of an Average Hotel
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011 All
India Average
Number of Responses 47 66 103 473 295 97 45 193 1,318
Air-Conditioned Single 43.4 24.0 12.7 4.6 3.0 1.5 1.4 1.5 6.4Double 136.0 99.2 65.5 41.7 23.6 14.9 21.4 19.3 39.8Suites 20.6 10.2 9.4 5.4 3.3 1.6 6.2 2.4 5.3
Non-Air-Conditioned Single 0.0 0.0 0.3 0.7 1.3 1.6 0.3 0.6 0.8Double 0.0 1.9 3.7 4.3 6.9 7.2 5.5 7.8 5.3Suites 0.0 0.1 1.2 0.5 0.7 0.3 1.2 0.6 0.6
Total average rooms 199.9 135.5 92.7 57.2 38.9 27.0 36.0 32.3 58.2
Average Number of Food & Beverage Outlets Per Hotel
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011 All
India Average
Number of Responses 47 61 96 426 239 70 40 139 1,121
Restaurant 3.3 2.9 2.1 1.6 1.3 1.2 1.5 1.4 1.7Bars 1.5 0.9 1.1 0.9 0.6 0.5 0.7 0.6 0.8Others 0.8 1.1 1.5 1.0 0.5 0.3 0.4 0.3 0.8
Total 5.6 5.0 4.7 3.4 2.5 2.1 2.6 2.2 3.2
Average Number of Total Employees Per Hotel (Permanent / Contract / Full Time / Part Time)
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011 All
India Average
Number of Responses 46 57 91 419 266 88 39 135 1,144
Managers Male 50.9 26.9 15.3 6.7 2.8 1.9 4.9 2.4 8.3Female 13.9 5.8 2.7 0.9 0.5 0.3 0.5 0.2 1.5
Supervisors Male 53.2 30.8 19.1 9.5 4.0 2.7 7.4 3.2 10.4Female 9.5 5.0 3.1 1.4 0.7 0.4 0.6 0.4 1.7
Staff Male 250.2 151.5 114.0 62.6 32.0 19.7 47.1 25.3 63.2Female 33.1 17.6 10.9 7.0 3.2 3.0 3.6 1.9 7.0
Total 410.8 237.5 165.1 88.0 43.1 27.9 63.9 33.4 92.0
Avg. Employees / Room 2.1 1.7 1.8 1.5 1.1 1.1 1.8 1.1 1.6
Average Percentage of Trained Employees Per Hotel
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011 All
India Average
Number of Responses 38 52 80 293 151 52 29 53 751
Managers 91.7 85.8 91.0 86.0 87.2 93.9 90.2 86.1 87.8
Supervisors 85.1 78.5 86.0 81.4 75.0 83.3 84.7 82.6 81.0
Staff 74.1 67.2 86.0 64.0 58.7 68.8 67.0 64.6 66.5
Total Avg. Trained Employees* 83.6 77.2 87.7 77.1 73.6 82.0 80.6 77.8 78.4
Total Avg. Un-Trained Employees 16.4 22.9 12.3 22.9 26.4 18.0 19.4 22.2 21.6
* The number of non-air-conditioned rooms in lower star category hotels appears to be higher, partly because many are located in hill stations where air-conditioning is not provided in hotels
* Trained Employees includes those with a minimum one-year certificate coursefrom a hotel management or equivalent institution; however, some hotels may have included those with short term (in-house) training
TA
BL
E 1
-2:
Ind
ian
Ho
tel
Ind
ust
ry b
y S
tar
Cat
ego
ry:
Fin
anci
al R
epo
rt –
Per
cen
tag
e o
f R
even
ue
(201
0-11
)
Page 20
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe
Five
-Sta
rFo
ur-S
tar
Thre
e-S
tar
Two-
Sta
rO
ne-S
tar
Her
itag
e O
ther
s
2010
-201
1 A
ll
Indi
a A
vera
ge
Num
ber
of R
espo
nses
3947
6520
011
154
199
544
Ave
rage
Tot
al R
oom
s P
er H
otel
:19
214
193
6139
2834
2672
Ave
rage
Occ
upie
d R
oom
s P
er H
otel
:43
,853
30,6
6520
,125
13,6
338,
782
6,10
36,
735
4,68
115
,768
Ave
rage
Occ
upan
cy P
er H
otel
:66
.2%
61.4
%60
.3%
61.8
%64
.6%
68.0
%50
.5%
48.7
%62
.1%
Ave
rage
Rat
e P
er H
otel
(`
):8,
045
6,
516
4,
311
2,
775
2,
188
86
6
3,
257
1,77
2
4,
578
REV
ENU
ER
oom
s56
.9%
58.7
%61
.5%
55.8
%50
.7%
47.7
%48
.4%
56.1
%57
.2%
Food
& B
ever
age
23.3
24.8
25.3
31.6
42.3
34.4
36.3
34.3
27.0
Ban
quet
s &
Con
fere
nces
12.1
9.8
9.7
7.9
3.2
2.0
1.8
8.6
9.6
Tele
phon
e &
Oth
er0.
60.
40.
40.
50.
70.
30.
10.
00.
5M
inor
Ope
rate
d*3.
03.
81.
71.
71.
40.
22.
40.
62.
6R
enta
l & O
ther
Inco
me
4.1
2.5
1.5
2.6
1.7
15.4
11.0
0.4
3.1
Tota
l10
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
DEP
AR
TMEN
TAL
EXP
ENS
ESR
oom
s18
.312
.716
.016
.518
.038
.619
.320
.016
.1Fo
od &
Bev
erag
e54
.237
.856
.461
.669
.072
.753
.673
.852
.9Te
leph
one
& O
ther
48.5
134.
832
.025
3.3
83.0
270.
012
0.0
110.
010
4.0
Min
or O
pera
ted*
51.6
40.6
135.
915
5.4
95.7
160.
011
7.8
167.
970
.4R
enta
l & O
ther
Inco
me
1.6
2.6
9.8
39.7
71.5
9.1
7.5
75.0
11.3
Tota
l31
.522
.732
.138
.343
.650
.833
.645
.931
.3D
EPA
RTM
ENTA
L IN
CO
ME
49.2
28.7
61.7
67.9
56.4
68.5
66.3
54.1
68.7
OP
ERAT
ING
EX
PEN
SES
Adm
inis
trat
ive
& G
ener
al9.
610
.810
.99.
46.
17.
88.
85.
89.
6M
anag
emen
t Fee
3.7
2.9
2.1
1.8
3.1
1.7
0.4
0.7
2.8
Mar
ketin
g4.
85.
12.
62.
21.
74.
30.
91.
83.
7Fr
anch
ise
Fees
0.1
0.5
0.4
0.5
0.0
0.1
0.3
0.1
0.3
Pro
pert
y O
pera
tions
& M
aint
enan
ce5.
25.
77.
95.
87.
27.
810
.56.
76.
0En
ergy
7.8
7.3
9.3
11.2
9.8
9.8
8.0
9.9
8.5
Tota
l31
.232
.233
.330
.927
.931
.528
.924
.931
.0H
OU
SE
PR
OFI
T37
.345
.134
.630
.828
.517
.737
.529
.237
.8FI
XED
EX
PEN
SES
Pro
pert
y Ta
xes
1.1
0.6
0.6
0.8
1.5
2.0
0.2
0.6
0.9
Insu
ranc
e0.
30.
30.
30.
40.
50.
30.
20.
90.
3O
ther
Fix
ed C
harg
es6.
51.
00.
50.
70.
51.
10.
20.
72.
8R
ent
1.5
1.5
0.8
1.3
1.4
0.8
4.6
0.3
1.4
Tota
l9.
43.
32.
23.
33.
94.
25.
22.
55.
4N
ET I
NC
OM
E**
27.7
%41
.8%
32.3
%27
.6%
24.6
%13
.5%
32.3
%26
.7%
32.4
%
* M
inor
ope
rate
d de
part
men
ts in
clud
e: la
undr
y, g
ift s
hop,
bus
ines
s ce
ntre
, new
s st
and,
spo
rts,
hea
lth c
lub,
gar
age,
par
king
and
so
fort
h
** N
et In
com
e is
bef
ore
depr
ecia
tion,
inte
rest
pay
men
ts a
nd ta
xes
ID: I
nsuf
ficie
nt D
ata
TA
BL
E 1
-3:
Ind
ian
Ho
tel
Ind
ust
ry b
y S
tar
Cat
ego
ry:
Fin
anci
al R
epo
rt –
Am
ou
nt
Per
Av
aila
ble
Ro
om
(20
10-1
1)
Page 21
CO
MP
OS
ITIO
N
Fiv
e-S
tar
Delu
xeFiv
e-S
tar
Four-
Sta
rThre
e-S
tar
Two-S
tar
One-S
tar
Heri
tage
Oth
ers
2010-2
011 A
ll
India
Ave
rage
Num
ber
of
Resp
onse
s39
47
65
200
111
54
19
9544
Ave
rage T
ota
l R
oom
s P
er
Hote
l:192
141
93
61
39
28
34
26
72
Ave
rage O
ccupie
d R
oom
s P
er
Hote
l:43,8
53
30,6
65
20,1
25
13,6
33
8,7
82
6,1
03
6,7
35
4,6
81
15,7
68
Ave
rage O
ccupancy
Per
Hote
l:66.2
%61.4
%60.3
%61.8
%64.6
%68.0
%50.5
%48.7
%62.1
%
Ave
rage R
ate
Per
Hote
l (`
):8,0
45
6,5
16
4,3
11
2,7
75
2,1
88
866
3,2
57
1,7
72
4,5
78
REV
EN
UE (
`)
Room
s1
,83
3,7
60
1,4
19
,12
0
93
5,3
06
62
0,4
73
49
0,0
03
19
0,7
30
65
2,2
08
32
2,6
42
997,8
15
Fo
od &
Bev
erag
e7
49
,30
7
59
9,1
32
38
4,7
17
35
1,4
70
40
8,6
25
13
7,6
98
48
8,3
30
19
6,9
35
471,0
13
Ban
quet
s &
Confe
rences
39
0,7
41
23
6,1
82
14
6,6
51
87
,54
0
31
,03
9
8,1
38
24
,76
3
49
,61
1
168,2
53
Tele
phone
& O
ther
19
,62
8
9,9
26
5,4
46
4,9
73
6,7
66
1,3
09
87
6
65
8,6
00
Min
or
Oper
ated
*9
7,3
61
92
,42
9
25
,64
2
18
,54
8
13
,30
4
74
5
32
,20
6
3,1
82
45,8
25
R
enta
l & O
ther
Incom
e1
32
,42
5
61
,39
9
22
,12
5
28
,42
0
15
,90
6
61
,60
0
14
8,3
13
2,3
13
54,2
94
Tota
l3
,22
3,2
20
2,4
18
,18
0
1,5
19
,89
0
1,1
11
,42
0
96
5,6
43
40
0,2
21
1,3
46
,70
0
57
4,7
47
1,7
45,8
00
DEPA
RTM
EN
TAL E
XP
EN
SES
(`
)
Room
s3
34
,89
0
18
0,2
03
14
9,7
60
10
2,4
79
88
,03
9
73
,52
7
12
5,8
23
64
,53
4
160,9
80
Fo
od &
Bev
erag
e6
18
,13
1
31
5,4
81
29
9,8
18
27
0,4
56
30
3,2
17
10
6,0
04
27
5,0
35
18
1,9
66
337,8
40
Te
lephone
& O
ther
9,5
19
13
,37
5
1,7
42
12
,59
4
5,6
18
3,5
34
3,4
14
2,7
44
8,9
45
Min
or
Oper
ated
*5
0,2
43
37
,50
0
34
,84
2
28
,83
1
12
,73
0
14
,68
8
37
,92
6
5,3
44
32,2
54
Ren
tal &
Oth
er Incom
e2
,05
2
1,5
87
2,1
78
11
,27
9
11
,37
1
5,6
26
11
,18
4
9,4
42
6,1
24
Tota
l1
,01
4,8
40
54
8,1
46
48
8,3
40
42
5,6
39
42
0,9
75
20
3,3
80
45
3,3
81
26
4,0
30
546,1
42
DEPA
RTM
EN
TAL I
NC
OM
E (
`)
2,2
08
,38
0
1,8
70
,04
0
1,0
31
,55
0
68
5,7
85
54
4,6
68
19
6,8
41
89
3,3
16
31
0,7
17
1,1
99,6
60
OP
ER
ATIN
G E
XP
EN
SES
(`
)
Adm
inis
trat
ive
& G
ener
al3
09
,98
7
26
1,1
69
16
5,4
67
10
4,6
92
59
,01
3
31
,33
8
11
8,6
76
33
,02
6
167,9
65
Man
agem
ent Fe
e1
17
,98
5
69
,36
0
32
,49
0
19
,74
9
30
,13
9
6,7
71
4,6
69
3,8
65
49,0
08
Mar
ketin
g1
53
,53
5
12
3,1
27
39
,98
1
24
,64
4
15
,99
4
17
,03
1
12
,11
1
10
,11
9
65,3
75
Fran
chis
e Fe
es4
,46
5
11
,29
3
5,8
83
5,2
07
26
1
42
8
4,2
86
43
2
5,3
17
Pro
per
ty O
per
atio
ns
& M
ainte
nan
ce
16
7,5
36
13
7,9
99
12
0,6
69
64
,77
1
69
,47
1
31
,00
2
14
1,5
25
38
,40
9
105,0
99
Ener
gy
25
2,1
92
17
5,4
92
13
7,4
62
12
2,3
49
92
,49
2
39
,32
8
10
7,2
35
57
,15
0
147,8
99
Tota
l1
,00
5,7
00
77
8,4
39
50
1,9
51
34
1,4
13
26
7,3
70
12
5,8
98
38
8,5
01
14
3,0
02
540,6
62
HO
US
E P
RO
FIT
(`
)1
,20
2,6
80
1,0
91
,60
0
52
9,5
96
34
4,3
72
27
7,2
98
70
,94
3
50
4,8
15
16
7,7
15
658,9
96
FIX
ED
EX
PEN
SES
(`)
Pro
per
ty T
axes
34
,70
4
14
,03
7
9,6
39
9,3
33
14
,41
0
7,9
52
2,0
87
3,3
77
15,3
10
Insu
rance
9,5
84
6,5
12
4,7
77
4,7
46
4,3
11
1,3
62
2,2
23
5,2
31
5,7
27
Oth
er F
ixed
Char
ges
21
0,3
14
23
,45
1
6,8
83
7,4
29
5,0
31
4,4
56
3,1
54
3,9
47
48,2
82
Ren
t 4
6,6
05
35
,77
2
12
,43
4
14
,58
9
13
,92
5
3,1
98
62
,48
7
1,5
13
24,0
44
Tota
l3
01
,20
7
79
,77
1
33
,73
3
36
,09
7
37
,67
7
16
,96
9
69
,95
2
14
,06
8
93,3
63
NET I
NC
OM
E(`
)**
90
1,4
73
1,0
11
,83
0
49
5,8
64
30
8,2
75
23
9,6
20
53
,97
5
43
4,8
63
15
3,6
47
565,6
33
* M
inor
oper
ated
dep
artm
ents
inclu
de:
laundry
, gift sh
op,
busi
nes
s cen
tre,
new
s st
and,
sport
s, h
ealth
clu
b,
gar
age,
par
king a
nd s
o f
ort
h*
* N
et Incom
e is
bef
ore
dep
recia
tion,
inte
rest
pay
men
ts a
nd tax
esID
: In
suff
icie
nt D
ata
TA
BL
E 1
-4:
Ind
ian
Ho
tel
Ind
ust
ry b
y S
tar
Cat
ego
ry:
Fin
anci
al R
epo
rt –
Am
ou
nt
Per
Occ
up
ied
Ro
om
(20
10-1
1)
Page 22
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe
Five
-Sta
rFo
ur-S
tar
Thre
e-S
tar
Two-
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TABLE 1-5: Indian Hotel Industry by Star Category: Market Data
Page 23
Market Segmentation
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011
All India
Average
Number of Responses 38 52 77 338 208 65 30 53 861
Airline Crew 5.2 3.2 1.6 1.0 0.7 0.7 0.0 0.2 1.2 Business Traveller - Domestic 18.3 18.6 32.4 32.8 35.2 38.1 6.8 36.2 31.5 Business Traveller - Foreign 23.8 21.0 13.5 10.5 6.2 6.8 9.6 8.7 10.5 Complimentary Rooms 2.5 1.7 2.1 1.9 1.6 2.1 2.5 1.2 1.8 Domestic - Tourists/Leisure FIT 13.2 13.5 14.7 18.0 24.2 21.8 26.7 26.3 19.8 Foreign - Tourists/Leisure FIT 10.0 9.2 8.3 8.1 7.5 6.6 27.4 6.3 8.6 Meeting Participants (Less than 100 Attendees) 3.1 4.0 4.3 4.3 4.3 3.4 3.6 3.4 4.1 Meeting Participants (Over 100 Attendees) 8.1 10.3 8.2 8.3 6.2 5.1 3.5 6.5 7.4 Tour Groups - Domestic 4.1 4.2 5.4 7.6 8.6 9.2 4.2 6.7 7.2 Tour Groups - Foreign 3.5 9.0 5.7 4.7 2.8 2.8 14.7 3.4 4.7Other 8.1 5.4 3.8 2.9 2.6 3.7 1.1 1.1 3.2Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Guest Analysis
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011
All India
Average
Number of Responses 44 57 91 373 233 67 35 62 962
Domestic Guests 47.1 54.5 70.1 76.8 82.2 79.1 40.7 85.3 74.0Foreign Guests 52.9 45.5 29.9 23.2 17.8 19.3 59.3 14.7 26.0Total 100.0 100.0 100.0 100.0 100.0 98.4 100.0 100.0 100.0
Total Business Guests 67.5 55.5 66.2 60.6 59.5 63.1 24.4 58.0 60.0Total Leisure Guests 32.5 44.5 33.8 38.3 40.5 36.9 75.6 42.0 40.0Total 100.0 100.0 100.0 98.9 100.0 100.0 100.0 100.0 100.0
Avg. Stay of Foreign Guests (Days) 3.2 4.3 3.1 3.7 2.9 2.1 3.1 3.0 3.4Avg. Stay of Domestic Guests (Days) 2.1 2.3 2.6 3.1 2.7 2.1 2.4 2.8 2.8Avg. Stay of Business Guests (Days) 2.1 2.3 2.1 3.9 2.6 2.0 1.7 2.8 3.0Avg. Stay of Leisure Guests (Days) 2.4 2.3 1.9 2.5 2.3 2.3 2.2 2.1 2.3Percentage of Repeat Guests 40.0 32.7 41.3 47.4 46.8 47.4 24.9 52.9 45.1
Country of Origin of Guests
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011
All India
Average
Number of Responses 29 44 51 188 95 21 25 10 463
ASEAN* 4.6 3.9 4.0 6.1 5.1 16.7 0.4 3.0 5.5Australia 3.1 2.9 4.3 3.4 3.4 4.1 4.4 1.1 3.5Canada 2.9 1.7 4.2 4.1 5.2 3.9 3.4 6.6 4.1Caribbean 1.3 0.5 2.9 1.3 0.5 1.9 0.2 0.9 1.2China 2.7 3.4 5.0 6.0 4.5 4.6 1.5 0.8 4.7France 3.2 4.2 4.8 5.1 4.8 4.3 15.1 5.8 5.3Germany 6.0 6.6 7.3 7.4 5.4 5.5 13.2 6.7 7.0Japan 4.3 6.1 5.9 5.6 3.2 2.5 1.7 6.9 4.8Middle East 2.6 2.7 5.2 4.6 5.5 8.1 1.1 2.2 4.5Other European 8.6 14.2 9.8 9.1 11.4 5.0 13.2 4.9 10.0Russia 6.3 7.6 4.2 4.3 3.4 3.5 1.6 6.0 4.4SAARC ** 3.1 3.4 5.3 5.1 9.0 8.9 1.4 11.7 5.8South Africa 1.9 1.6 2.8 2.8 1.4 5.1 0.6 3.0 2.3UK 16.0 14.3 10.6 12.5 16.8 9.4 21.3 21.7 14.1USA 18.2 10.8 11.0 12.0 11.4 8.7 9.1 12.6 11.7Other 15.3 16.3 12.9 10.7 9.1 7.8 11.8 6.1 11.2Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
* ASEAN: Association of South East Asian Nations
** SAARC: South Asian Association for Regional Co-operation - India, Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives
TABLE 1-6: Indian Hotel Industry by Star Category: Monthly and Daily Occupancy
TABLE 1-7: Indian Hotel Industry by Star Category: Sources of Reservations
Average Monthly Occupancy
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011 All
India Average
Number of Responses 43 56 87 344 231 65 35 49 910
January 69.0 68.5 66.6 63.3 64.0 68.3 56.8 65.0 64.6February 77.5 74.4 71.4 66.3 63.4 66.5 62.1 80.9 67.7March 67.8 67.8 62.9 59.6 60.2 61.8 56.7 61.5 61.1April 65.0 62.1 57.8 59.8 61.0 62.5 47.3 63.9 60.2May 60.0 57.5 56.3 74.8 63.2 64.7 40.7 74.8 66.3June 59.2 57.4 54.9 57.8 60.8 65.2 41.2 64.8 58.6July 59.7 54.3 55.4 54.8 55.7 63.4 38.1 58.0 55.4August 74.5 67.0 55.9 69.2 55.9 61.6 46.8 57.8 62.7September 65.7 56.2 56.5 57.4 57.6 61.6 43.7 60.1 57.6October 65.0 65.0 61.6 61.6 64.4 68.1 58.2 66.0 63.2November 68.0 70.8 68.5 65.5 65.9 71.0 66.4 70.3 67.0December 66.7 68.3 68.9 68.8 69.4 74.6 63.1 75.1 69.4
Average Daily Occupancy
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011 All
India Average
Number of Responses 40 49 81 325 201 60 23 49 828
Monday 68.3 63.8 60.4 57.2 55.1 60.4 37.8 58.7 57.7Tuesday 69.8 65.9 71.5 57.6 56.6 61.9 37.4 59.8 59.7Wednesday 69.5 67.4 64.2 59.6 58.4 64.7 37.8 60.7 60.6Thursday 67.5 65.9 61.3 60.2 58.6 63.6 38.5 62.7 60.4Friday 62.2 60.8 60.0 60.3 61.8 68.3 47.6 65.5 61.3Saturday 59.2 57.7 55.5 55.6 58.8 64.6 54.6 59.4 57.5Sunday 60.9 54.7 52.4 49.1 50.6 53.3 43.3 49.8 50.9
Source of Advance Reservations
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011 All
India Average
Number of Responses 39 54 86 344 203 61 29 53 869
Chain CRS (Central Reservation System) 11.5 6.7 6.0 3.9 2.9 1.3 6.7 0.8 4.1Direct Enquiry / Hotel Representation 45.7 42.0 46.1 50.6 53.4 61.4 25.8 51.3 50.0Global Distribution System (GDS) 11.0 7.0 3.9 1.9 0.7 0.5 0.7 0.7 2.4Hotel / Chain Website 6.3 4.8 6.4 7.6 8.8 4.5 10.7 10.6 7.6Travel Agent and Tour Operator 13.5 22.1 18.6 20.4 19.6 17.5 44.6 19.9 20.4Other Online Reservation Systems 5.8 5.6 6.8 3.4 2.3 0.8 4.3 3.4 3.6Other Website 2.7 3.7 5.7 6.0 5.5 3.7 4.6 4.8 5.3Other 3.5 8.0 6.6 6.3 6.8 10.3 2.6 8.6 6.7Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Page 24
Payment Methods Used
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011
All India
Average
Number of Responses 34 49 73 314 201 64 29 42 806
Cash Sales 15.6% 19.4% 25.9% 39.1% 51.2% 63.8% 30.5% 53.3% 41.1%Credit Card Sales 51.5 42.2 39.9 35.3 30.0 23.8 29.1 27.6 33.9Credit Sales (other than cards) 28.5 32.9 28.9 19.1 14.0 8.8 33.1 11.6 19.3Electronic Fund Transfer 4.4 5.5 5.3 6.6 4.8 3.6 7.3 7.6 5.7Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Credit Cards Used
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011
All India
Average
Number of Responses 34 48 67 288 170 50 24 29 710
American Express 35.0% 20.5% 14.2% 9.2% 4.6% 1.9% 5.7% 5.4% 9.8%Diners Club 2.7 2.2 2.8 2.7 1.9 2.3 0.7 1.5 2.3Mastercard / Eurocard 26.8 36.0 36.6 37.4 41.2 43.6 34.7 44.2 38.2Visa 32.6 37.4 44.2 45.9 49.1 48.5 55.3 37.2 45.5Other 2.9 4.0 2.3 4.8 3.2 3.6 3.7 11.7 4.2Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Average Credit Card Commission
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011
All India
Average
Number of Responses 36 46 60 239 135 33 24 20 593
American Express 3.1% 3.8% 3.2% 2.5% 1.9% 1.1% 2.9% 1.6% 2.5%
Diners Club 1.9 1.1 0.7 0.6 0.5 0.3 0.5 0.5 0.7
Mastercard / Eurocard 1.1 1.2 1.5 1.6 1.7 3.1 3.8 1.9 1.8
Visa 1.1 3.0 1.5 1.6 1.8 3.7 3.1 2.0 1.9
Other 0.1 0.2 0.2 0.3 0.3 0.4 0.1 0.2 0.3
TABLE 1-8: Indian Hotel Industry by Star Category: Marketing Media
TABLE 1-9: Indian Hotel Industry by Star Category: Payment Methods
Page 25
Marketing Media - Percentage of Hotels Using Each Media
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011
All India
Average
Number of Responses 45 56 87 357 209 61 34 55 904
Direct Mail 80.0 87.5 86.2 83.8 77.0 78.7 76.5 60.0 80.4Hotel Website 100.0 100.0 96.6 88.2 79.4 70.5 91.2 67.3 86.0Loyalty Card program 88.9 73.2 60.9 31.9 22.0 14.8 29.4 14.6 35.5Merchandising 33.3 26.8 39.1 21.6 17.2 18.0 17.7 9.1 22.0Other Internet Site 71.1 76.8 73.6 63.6 57.4 54.1 70.6 32.7 62.1Outdoor Advertising 53.3 76.8 71.3 59.1 49.3 49.2 52.9 32.7 56.3Print Advertising 95.6 96.4 90.8 86.6 80.4 73.8 88.2 74.6 85.1Promotions 93.3 87.5 88.5 65.8 49.8 49.2 79.4 40.0 64.8Radio Advertising 37.8 39.3 39.1 19.9 9.6 4.9 5.9 9.1 19.3Telemarketing 57.8 69.6 59.8 56.9 38.8 27.9 35.3 36.4 49.8TV Advertising 20.0 28.6 29.9 26.1 19.1 18.0 17.7 16.4 23.2
Technology in Hotels - Percentage of Hotels Using Each Technology
COMPOSITION
Five-Star
Deluxe Five-Star Four-Star Three-Star Two-Star One-Star Heritage Others
2010-2011
All India
Average
Number of Responses 37 47 77 328 199 58 30 37 813
Accounting System 94.6% 93.6% 90.9% 90.9% 84.9% 89.7% 86.7% 86.5% 89.3%Call Accounting System 78.4 91.5 76.6 58.5 44.2 41.4 40.0 48.7 57.2Central Reservation System (CRS) 70.3 55.3 57.1 31.7 22.1 8.6 33.3 10.8 32.4Electronic Keycard 83.8 74.5 75.3 42.4 18.6 19.0 10.0 13.5 39.2Energy Management System 46.0 40.4 36.4 26.8 14.6 8.6 13.3 10.8 23.9Internet / E-Mail 97.3 91.5 98.7 95.4 92.5 82.8 100.0 94.6 94.1Internet / Website 94.6 95.7 97.4 89.0 78.4 67.2 93.3 86.5 86.4Intranet System 81.1 57.5 66.2 48.5 32.2 22.4 53.3 35.1 45.9Local Area Network (LAN) 94.6 95.7 94.8 84.2 62.8 53.5 73.3 56.8 77.2Management Information System 75.7 78.7 81.8 61.0 40.7 24.1 70.0 43.2 56.6Point of Sale System for Food and Beverage 100.0 93.6 90.9 79.3 56.8 39.7 73.3 56.8 72.6Property Management System 94.6 89.4 84.4 52.7 28.1 12.1 40.0 24.3 49.1Yield Management System 59.5 27.7 45.5 24.7 13.1 0.0 10.0 5.4 22.4Other 18.9 17.0 20.8 10.7 4.5 0.0 6.7 0.0 9.5
TABLE 1-10: Indian Hotel Industry by Star Category: Technology Management Practices
Page 26
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
lMarketing Media: The survey results reveal that TV and outdoor marketing were maximum for hotels with 50-150 rooms. Direct mail, hotel web site, loyalty card program, merchandising, other Internet site, print advertising, promotions and radio advertising all increase with the size of the inventory, being maximum in hotels with more than 150 rooms. The survey analyzed key trends that Chain Affiliated and Independent hotels use in terms of the medium for marketing tools for their respective properties. The results of the analysis show that the use of Direct Mailing, Outdoor Advertising and TV Advertising are common to both Chain Affiliated and Independent hotels. However, Chain Affiliated hotels are able to better leverage their brand names and further reach, enabling greater usage of tools like Hotel Website, Loyalty Card Programs, Merchandising and Telemarketing. An important aspect to note is the increased use of Radio Advertising, which is far more economical than TV advertising and also captive to a local market.
lTechnology: Technology continues to play a vital role in operations for a hotel. Given today's accounting procedures being mostly online, most hotels whether Chain Affiliated or Independent have Accounting Software Systems in place. Property Management Systems, Call Accounting Systems, Energy Management Systems and Point of Sale Systems continue to be greater in number for hotels with larger inventory and Chain Affiliation.
lMarket Segmentation: An analysis of the market segmentation of hotels based on the stipulated parameters reveals that properties with inventories below 50 rooms tend to benefit more from domestic demand, be it for business or leisure. Airline Crew and Foreign Travellers (including business and FIT) tend to generate more demand for hotels with larger inventories (greater than 150 rooms) and those that are Chain Affiliated.
lOverall Performance: Net income percentages of Chain Affiliated hotels and properties with inventories greater than 150 rooms tend to be higher than their counterparts as they are able to leverage better operating efficiency through trained staff, the availability of standard operating procedures and economies of scale in operations.
Page 27
TABLE 2-1: Indian Hotel Industry – Inventory and Chain Affiliation: Facilities Analysis and Staffing
Typical Room Profile of an Average Hotel
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 805 443 70 248 1070
Air-Conditioned Single 2.1 8.3 44.3 19.1 3.5
Double 20.2 57.1 155.5 69.1 33.0
Suites 2.9 7.3 20.6 9.8 4.3
Non-Air-Conditioned Single 0.6 1.2 0.2 0.2 0.9
Double 4.8 6.1 5.7 4.1 5.6
Suites 0.5 0.5 1.4 0.9 0.5
Total Average Rooms 31.1 80.6 227.8 103.1 47.7
Average Number of Food & Beverage Outlets Per Hotel
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 652 400 66 228 890
Restaurant 1.4 1.9 3.1 2.1 1.6
Bars 0.7 0.9 1.4 1.1 0.8
Others 0.5 1.0 1.2 1.0 0.7
Total 2.7 3.9 5.7 4.3 3.0
Average Number of Total Employees Per Hotel (Permanent / Contract / Full Time / Part Time)
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 692 386 63 228 913
Managers Male 3.4 11.6 42.2 19.0 5.7
Female 0.5 1.7 12.0 4.1 0.9
Supervisors Male 4.5 14.6 49.8 21.3 7.7
Female 0.7 2.3 8.8 3.5 1.2
Staff Male 33.0 89.9 234.0 115.3 50.0
Female 3.1 10.2 29.6 13.5 5.3
Total 42.5 130.0 376.5 176.7 70.8
Average Number of Employees per Room 1.4 1.6 1.7 1.7 1.4
Average Percentage of Trained Employees Per Hotel
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 413 286 49 189 559
Managers 87.3% 87.9% 89.8% 92.5% 86.1%
Supervisors 80.1 81.9 81.4 88.7 78.2
Staff 62.8 71.3 68.3 70.2 65.1
Total Avg. Trained Employees* 76.7 80.4 79.8 83.8 76.5
Total Avg. Un-Trained Employees 23.3 19.6 20.2 16.2 23.5
* Trained Employees includes those with a minimum one-year certificate course from a hotel management or equivalent institution; however, some hotels may
have included those with short term (in-house) training
Page 28
TAB
LE
2-2
: In
dia
n H
ote
l In
du
stry
– C
hai
n A
ffil
iate
d v
s. I
nd
epen
den
t: F
inan
cial
Rep
ort
(20
10-1
1)
Num
ber
of
Resp
onse
s149
395
544
Ave
rage T
ota
l R
oom
s P
er
Hote
l:120
55
72
Ave
rage O
ccupie
d R
oom
s P
er
Hote
l:26,1
46
11,8
54
15,7
69
Ave
rage O
ccupancy
Per
Hote
l:61.1
%62.5
%62.1
%A
vera
ge R
ate
Per
Hote
l (`
):6,2
67
3,1
72
4,5
78
CO
MP
OS
ITIO
N P
erc
enta
ge o
f
Reve
nue
Am
ount
per
Ava
ilable
Room
(`)
Am
ount
per
Occ
upie
d
Room
(`)
Perc
enta
ge o
f
Reve
nue
Am
ount
per
Ava
ilable
Room
(`)
Am
ount
per
Occ
upie
d
Room
(`)
Perc
enta
ge o
f
Reve
nue
Am
ount
per
Ava
ilable
Room
(`)
Am
ount
per
Occ
upie
d
Room
(`)
REV
EN
UE
Room
s58.5
%1,3
69,8
70
6,2
67
55.1
%689,8
41
3,1
72
57.2
%997,8
15
4,5
78
Fo
od &
Bev
erag
e23.8
558,3
72
2,5
54
31.9
398,6
97
1,8
33
27.0
471,0
13
2,1
61
B
anquet
s &
Confe
rence
s11.3
264,2
36
1,2
09
7.1
88,8
03
408
9.6
168,2
53
772
Te
lephone
& O
ther
0.5
12,2
93
56
0.4
5,5
43
25
0.5
8,6
00
39
M
inor
Oper
ated
*3.0
70,2
56
321
2.1
25,6
03
118
2.6
45,8
25
210
R
enta
l & O
ther
Inco
me
2.9
67,5
00
309
3.5
43,3
61
199
3.1
54,2
94
249
To
tal
100.0
2,3
42,5
30
10,7
16
100.0
1,2
51,8
50
5,7
57
100.0
1,7
45,8
00
8,0
09
D
EPA
RTM
EN
TAL E
XP
EN
SES
Room
s14.9
203,8
34
932
18.2
125,5
05
577
16.1
160,9
80
739
Fo
od &
Bev
erag
e46.6
383,3
37
1,7
54
61.6
300,1
75
1,3
80
52.9
337,8
40
1,5
50
Te
lephone
& O
ther
69.6
8,5
61
39
167.1
9,2
62
43
104.0
8,9
45
41
M
inor
Oper
ated
*61.3
43,0
80
197
91.0
23,2
93
107
70.4
32,2
54
148
R
enta
l & O
ther
Inco
me
2.6
1,7
55
8
22.5
9,7
40
45
11.3
6,1
24
28
To
tal
27.4
640,5
67
2,9
30
37.4
467,9
75
2,1
52
31.3
546,1
42
2,5
06
D
EPA
RTM
EN
TAL I
NC
OM
E72.7
1,7
01,9
60
7,7
86
62.6
783,8
72
3,6
05
68.7
1,1
99,6
60
5,5
04
OP
ER
ATIN
G E
XP
EN
SES
Adm
inis
trat
ive
& G
ener
al10.2
238,5
02
1,0
91
8.8
109,5
78
504
9.6
167,9
65
771
Man
agem
ent Fe
e3.6
84,7
36
388
1.5
19,3
18
89
2.8
49,0
08
225
Mar
ketin
g4.6
106,6
38
488
2.5
31,2
19
144
3.7
65,3
75
300
Fran
chis
e Fe
es0.3
7,8
77
36
0.3
3,1
97
15
0.3
5,3
17
24
Pro
per
ty O
per
atio
ns
& M
ainte
nan
ce5.4
125,2
90
573
7.1
88,3
85
406
6.0
105,0
99
482
Ener
gy
8.0
187,2
65
857
9.2
115,3
13
530
8.5
147,8
99
679
Tota
l32.0
750,3
08
3,4
32
29.3
367,0
10
1,6
88
31.0
540,6
62
2,4
80
HO
US
E P
RO
FIT
40.6
951,6
55
4,3
53
33.3
416,8
62
1,9
17
37.8
658,9
96
3,0
23
FIX
ED
EX
PEN
SES
Pro
per
ty T
axes
0.8
18,7
68
86
1.0
12,4
28
57
0.9
15,3
10
70
Insu
rance
0.3
7,9
16
36
0.3
3,9
06
18
0.3
5,7
27
26
Oth
er F
ixed
Char
ges
4.1
96,1
06
440
0.7
8,5
57
39
2.8
48,2
82
222
Ren
t 1.5
34,6
09
158
1.2
15,2
57
70
1.4
24,0
44
110
Tota
l6.7
157,3
98
720
3.2
40,1
47
185
5.4
93,3
63
428
NET I
NC
OM
E**
34%
794,2
57
3,6
33
30%
376,7
15
1,7
32
32%
565,6
33
2,5
95
* M
inor
oper
ated
dep
artm
ents
incl
ude:
laundry
, gift sh
op,
busi
nes
s ce
ntr
e, n
ews
stan
d,
sport
s, h
ealth
clu
b,
gar
age,
par
king a
nd s
o f
ort
h
**
Net
Inco
me
is b
efore
dep
reci
atio
n,
inte
rest
pay
men
ts a
nd tax
es
Chain
Aff
ilia
ted
Independent
2010-2
011 A
ll I
ndia
Ave
rage
Page 29
TA
BL
E 2
-3:
Ind
ian
Ho
tel
Ind
ust
ry –
In
ven
tory
: F
inan
cial
Rep
ort
(20
10-1
1)
Page 30
Less
Tha
n 50
Roo
ms
50
to 1
50
Roo
ms
Mor
e Th
an 1
50
Roo
ms
201
0-11
All
Indi
a A
vera
ge
Less
Tha
n 50
Roo
ms
50
to 1
50
Roo
ms
Mor
e Th
an 1
50
Roo
ms
2010
-201
1 A
ll
Indi
a A
vera
ge
Less
Tha
n 50
Roo
ms
50
to 1
50
Roo
ms
Mor
e Th
an 1
50
Roo
ms
2010
-201
1
All
Indi
a
Ave
rage
Num
ber
of R
espo
nses
267
228
4954
426
722
849
544
267
228
4954
4
Ave
rage
Tot
al R
oom
s Pe
r H
otel
:32
8622
572
3286
225
7232
8622
572
Ave
rage
Occ
upie
d R
oom
s Pe
r H
otel
:6,
750
19,2
8749
,937
15,7
696,
750
19,2
8749
,937
15,7
696,
750
19,2
8749
,937
15,7
69A
vera
ge O
ccup
ancy
Per
Hot
el:
61.6
%63
.3%
63.5
%62
.1%
61.6
%63
.3%
63.5
%62
.1%
61.6
%63
.3%
63.5
%62
.1%
Ave
rage
Rat
e Pe
r H
otel
(`)
2,45
3
4,
019
7,01
9
4,
578
2,45
3
4,
019
7,
019
4,57
8
2,45
3
4,01
9
7,01
94,
578
REV
ENU
ER
oom
s50
.0%
58.5
%58
.0%
57.2
%51
6,52
7
905,
308
1,55
5,16
0
997,
815
2,45
3
4,01
9
7,01
94,
578
Food
& B
ever
age
40.8
25.7
24.1
27.0
421,
613
398,
460
647,
407
471,
013
2,00
2
1,76
9
2,92
22,
161
Ban
quet
s &
Con
fere
nces
4.5
10.0
10.8
9.6
46,7
20
154,
583
290,
109
168,
253
222
686
1,30
977
2Te
leph
one
& O
ther
0.7
0.3
0.6
0.5
6,98
1
5,10
6
16
,211
8,60
0
33
23
7339
Min
or O
pera
ted*
1.5
2.0
3.6
2.6
15,4
44
30,3
02
97,7
68
45,8
25
73
135
441
210
Ren
tal &
Oth
er In
com
e2.
63.
52.
93.
126
,411
54,4
70
76,7
23
54,2
94
125
242
346
249
Tota
l10
0.0
100.
010
0.0
100.
01,
033,
700
1,54
8,23
0
2,68
3,37
0
1,74
5,80
0
4,90
8
6,87
3
12,1
108,
009
DEP
AR
TMEN
TAL
EXP
ENS
ESR
oom
s19
.816
.515
.316
.110
2,21
1
149,
044
237,
979
160,
980
485
662
1,07
473
9Fo
od &
Bev
erag
e64
.154
.548
.552
.930
0,37
8
301,
170
454,
656
337,
840
1,42
6
1,33
7
2,05
21,
550
Tele
phon
e &
Oth
er13
7.2
194.
544
.610
4.0
9,57
9
9,92
9
7,
234
8,94
5
45
44
3341
Min
or O
pera
ted*
94.2
119.
442
.570
.414
,544
36,1
67
41,5
32
32,2
54
69
161
187
148
Ren
tal &
Oth
er In
com
e43
.211
.23.
211
.311
,412
6,11
9
2,
441
6,12
4
54
27
1128
Tota
l42
.432
.527
.731
.343
8,12
4
502,
428
743,
842
546,
142
2,08
0
2,23
1
3,35
72,
506
DEP
AR
TMEN
TAL
INC
OM
E57
.667
.672
.368
.759
5,57
1
1,04
5,80
0
1,93
9,53
0
1,19
9,66
0
2,82
8
4,64
3
8,75
35,
504
OP
ERAT
ING
EX
PEN
SES
Adm
inis
trativ
e &
Gen
eral
7.8
11.4
8.7
9.6
80,6
85
176,
445
233,
517
167,
965
383
783
1,05
477
1M
anag
emen
t Fee
3.3
3.5
2.9
2.8
28,5
21
46,5
31
70,0
48
49,0
08
135
207
316
225
Mar
ketin
g1.
83.
94.
33.
718
,929
60,9
83
114,
391
65,3
75
90
271
516
300
Fran
chis
e Fe
es0.
40.
40.
20.
33,
590
5,87
5
6,
061
5,31
7
17
26
2724
Prop
erty
Ope
ratio
ns &
Mai
nten
ance
6.7
6.7
5.2
6.0
68,7
32
103,
012
139,
167
105,
099
326
457
628
482
Ener
gy9.
59.
57.
48.
597
,738
147,
150
199,
702
147,
899
464
653
901
679
Tota
l29
.435
.328
.731
.029
8,19
6
539,
996
762,
886
540,
662
1,41
6
2,39
7
3,44
32,
480
HO
US
E P
RO
FIT
28.3
32.2
43.6
37.8
297,
375
505,
805
1,17
6,65
0
658,
996
1,41
2
2,24
6
5,31
03,
023
FIX
ED E
XP
ENS
ESPr
oper
ty T
axes
1.2
0.7
0.9
0.9
12,2
42
11,4
58
24,7
53
15,3
10
58
51
112
70In
sura
nce
0.6
0.3
0.3
0.3
6,46
3
4,16
7
8,
015
5,72
7
31
19
3626
Oth
er F
ixed
Cha
rges
0.7
5.2
0.9
2.8
7,31
680
,531
23,7
3148
,282
3535
810
722
2R
ent
1.0
1.3
1.5
1.4
10,5
7220
,682
40,8
0224
,044
5092
184
110
Tota
l3.
57.
63.
65.
436
,593
116,
837
97,3
0293
,363
174
519
439
428
NET
INC
OM
E**
24.7
%24
.7%
39.9
%32
.4%
260,
782
388,
967
1,07
9,34
056
5,63
31,
238
1,72
74,
871
2,59
5
* M
inor
ope
rate
d de
part
men
ts in
clud
e: la
undr
y, g
ift s
hop,
bus
ines
s ce
ntre
, new
s st
and,
spo
rts,
hea
lth c
lub,
gar
age,
par
king
and
so
fort
h
** N
et In
com
e is
bef
ore
depr
ecia
tion,
inte
rest
pay
men
ts a
nd ta
xes
Perc
enta
ge o
f Rev
enue
Am
ount
per
Ava
ilabl
e R
oom
(`)
Am
ount
per
Occ
upie
d R
oom
(`)
TABLE 2-4: Indian Hotel Industry – Inventory & Chain Affiliation: Market Data
Page 31
Market Segmentation
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 496 311 51 188 670
Airline Crew 0.6% 1.5% 4.6% 2.4% 0.8%
Business Traveller - Domestic 33.5 30.2 20.3 24.1 33.6
Business Traveller - Foreign 7.6 13.0 24.7 15.3 9.2
Complimentary Rooms 1.8 1.9 2.6 1.8 1.9
Domestic - Tourists / Leisure FIT 23.4 15.9 8.7 20.0 19.8
Foreign - Tourists / Leisure FIT 8.9 7.8 9.9 9.8 8.2
Meeting Participants (Less than 100 Attendees) 3.9 4.2 5.2 3.9 4.1
Meeting Participants (Over 100 Attendees) 6.2 9.2 7.6 8.4 7.1
Tour Groups - Domestic 7.6 7.1 4.9 5.7 7.7
Tour Groups - Foreign 4.0 5.7 4.7 5.5 4.4
Other 2.7 3.5 6.8 3.2 3.2
Total 100.0 100.0 100.0 100.0 100.0
Guest Analysis
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 344 147 60 412 139
Domestic Guests 78.9% 70.2% 51.2% 64.4% 76.8%
Foreign Guests 20.9 29.8 82.0 35.7 23.1
Total 100.0 100.0 100.0 100.0 100.0
Total business 56.9% 61.7% 70.3% 61.3% 59.3%
Total leisure 42.6 37.8 29.7 38.1 40.3
Total 100.0 100.0 100.0 100.0 100.0
Avg. Stay of Foreign Guests (Days) 3.0 3.7 3.7 2.4 2.9
Avg. Stay of Domestic Guests (Days) 3.0 2.6 2.2 3.7 2.9
Avg. Stay of Business Guests (Days) 2.7 3.4 2.1 3.3 3.4
Avg. Stay of Leisure Guests (Days) 2.4 2.3 2.1 2.1 2.4
Percentage of Repeat Guests 46.5 42.8 45.9 36.5 47.3
Country of Origin of Guests
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 230 192 38 113 347
ASEAN* 5.7% 5.4% 4.6% 4.4% 5.8%
Australia 3.7 3.3 3.0 3.6 3.4
Canada 4.9 3.4 2.3 3.2 4.3
Caribbean 0.9 1.6 1.2 2.0 0.9
China 4.3 5.6 2.6 4.9 4.6
France 6.0 4.8 3.1 5.8 5.1
Germany 7.1 6.9 6.9 5.8 7.4
Japan 4.1 5.7 4.3 5.8 4.5
Middle East 4.7 4.5 2.5 2.6 5.1
Other european 10.3 9.3 12.4 10.4 10.0
Russia 3.0 5.4 8.1 3.4 4.8
SAARC ** 5.8 5.8 4.9 4.0 6.2
South Africa 2.3 2.5 1.5 1.8 2.5
UK 15.3 12.6 14.8 13.6 14.3
USA 11.9 11.0 14.8 12.9 11.4
Other 10.0 12.4 13.4 15.9 9.8
Total 100.0 100.0 100.0 100.0 100.0* ASEAN: Association of South East Asian Nations
** SAARC: South Asian Association for Regional Co-operation - India, Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives
Sources of Advance Reservations
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 486 325 56 201 666
Chain CRS (Central Reservation System) 3.5% 4.4% 8.0% 11.2% 2.0%
Direct Enquiry / Hotel Representative 51.3 48.8 46.4 42.9 52.2
Global Distribution System (GDS) 1.2 2.9 9.5 5.4 1.5
Hotel / Chain Website 8.9 5.8 6.0 6.8 7.8
Travel Agent & Tour Operator 20.0 21.3 18.6 17.7 21.2
Other Online Reservation Systems 2.7 4.7 4.8 6.6 2.7
Other Websites 5.3 5.4 3.6 4.2 5.5
Other 7.2 6.6 3.2 5.2 7.2
Total 100.0 100.0 100.0 100.0 100.0
Average Monthly Occupancy
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 517 331 58 203 703
January 63.0% 66.5% 68.2% 64.9% 64.5%
February 65.5 69.6 77.1 70.6 66.9
March 59.4 62.6 69.1 63.9 60.4
April 59.8 60.6 62.8 59.3 60.6
May 61.6 74.1 57.9 57.8 68.3
June 59.6 57.7 55.9 57.0 59.1
July 55.0 56.2 55.8 55.2 55.6
August 64.7 58.8 67.6 62.0 63.0
September 56.5 58.4 63.5 57.8 57.6
October 63.0 63.1 66.5 63.2 63.3
November 66.3 67.5 70.8 68.7 66.6
December 69.5 69.7 67.8 66.2 70.4
Average Daily Occupancy
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 459 316 51 179 647
Monday 54.0% 61.0% 69.5% 60.6% 56.8%
Tuesday 55.7 63.4 71.7 65.6 58.0
Wednesday 57.5 63.2 71.8 63.6 59.7
Thursday 57.7 62.9 69.7 62.1 59.9
Friday 61.1 61.6 61.2 59.4 61.8
Saturday 58.0 56.7 57.6 56.2 57.8
Sunday 49.0 51.9 60.5 53.1 50.2
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 32
Payment Methods Used
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 462 291 50 162 641
Cash Sales 48.8% 33.5% 16.1% 23.5% 45.7%
Credit Card Sales 30.0
37.5
49.1
44.2
31.3
Credit Sales (Other Than Cards) 15.2
23.7
29.6
27.6
17.1
Electronic Fund Transfer 5.9
5.3
5.2
4.6
5.9 Total 100.0
100.0
100.0
100.0
100.0
Credit Cards Used
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 393 266 48 152 555
American Express 5.6% 12.7% 28.7% 20.6% 6.8%
Diners club 2.2
2.6
2.1
3.2 2.1
Mastercard/Eurocard 40.9
35.3
33.3
34.2 39.4
Visa 46.8
45.5
34.0
39.2 47.1
Other 4.6
4.0
2.0
2.8 4.6
Total 100.0 100.0 100.0 100.0 100.0
Average Credit Card Commission
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 308 237 45 144 446
American Express 2.0 2.9 3.0 3.3 2.2
Diners club 0.5 0.8 1.4 1.1 0.5
Mastercard/Eurocard 1.8 1.8 1.2 1.3 1.9
Visa 1.9 2.0 1.2 1.9 1.9
Other 0.3 0.3 0.1 0.2 0.3
Marketing Media - Percentage of Hotels Using Each Media
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 500 339 61 195 705
Direct Mail 78.8 81.7 86.9 80.0 80.6 Hotel Web site 81.0 90.9 98.4 95.4 83.3
Loyalty Card Program 24.6 43.1 82.0 65.1 27.2 Merchandising 17.6 25.7 36.1 36.4 17.9
Other Internet Site 55.6 69.0 75.4 73.3 58.9 Outdoor Advertising 51.6 62.8 59.0 66.7 53.5
Print Advertising 81.8 87.9 95.1 89.2 83.8 Promotions 57.0 72.3 86.9 84.1 59.4
Radio Advertising 13.2 24.8 39.3 29.2 16.6 Telemarketing 42.2 59.9 59.0 61.0 47.0
TV Advertising 22.2 25.4 18.0 24.1 22.8
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 33
TABLE 2-9: Indian Hotel Industry – Inventory and Chain Affiliation: Technology
Page 34
Technology in Hotels - Percentage of Hotels Using Each Technology
COMPOSITION
Less Than 50
Rooms
50 to 150
Rooms
More Than
150 Rooms
Chain
Affiliated Independent
Number of Responses 456 302 51 186 623
Accounting System 88.8% 90.1% 94.1% 93.0% 88.6%
Call Accounting System 47.4 68.5 80.4 71.0 53.3
Central Reservation System (CRS) 24.6 40.7 52.9 66.1 22.3
Electronic Keycard 24.3 54.3 86.3 61.8 32.7
Energy Management System 18.2 28.8 47.1 37.1 20.1
Internet / E-Mail 92.5 95.7 98.0 94.1 94.1
Internet / Website 80.9 92.7 96.1 88.7 85.6
Intranet System 37.9 53.0 72.6 62.9 40.6
Local Area Network (LAN) 68.2 87.8 94.1 85.5 74.6
Management Information System 45.6 71.2 70.6 72.6 52.0
Point of Sale System for Food and Beverage 62.3 84.4 94.1 85.0 68.9
Property Management System 35.1 62.6 98.0 75.3 41.6
Yield Management System 14.7 28.8 54.9 40.9 17.0
Other 4.8 14.6 21.6 18.8 6.7
3. Indian Hotel Industry – Seven Major Cities
Introduction
In this section, we present the operating profiles and financial data for different categories of hotels in seven major cities: Bengaluru, Chennai, Goa, Kolkata, Mumbai, Delhi-NCR and Pune. This section will provide the reader an understanding of hotel performance in these cities.
Trends
The key trends noted in the 2010/11 survey across the seven major participating cities are presented below.
lGuest Analysis: Goa, as expected, witnessed the highest number of days with respect to the length of stay in the international traveller segment. The length of stay was relatively lower among domestic travellers, highlighting a trend wherein domestic travellers visit Goa for short weekend getaways. Length of stay durations in Delhi-NCR and Mumbai continue to remain the shortest, indicative of the high Commercial demand these cities benefit from.
lMarket Segmentation: A distinct change from the previous year's survey is seen across the market segmentation for the seven major cities. While the overall contribution of the business traveller has dropped slightly across all cities, the percentage contribution of the Leisure segment has grown over that in last year. Almost all cities with the exception of Bengaluru have seen a double digit growth in the Leisure segment.
lMonthly Occupancy: Occupancy trends during the year reveal the seasonal nature of the Goa market which primarily benefits from Leisure demand. June to August is monsoon season in Goa and tends to witness low occupancy levels owing to lower tourist movement during that time. Occupancy levels across the other major cities indicate the Commercial nature of demand the cities benefit from resulting in fairly stable occupancies all year round.
lOperating Costs: Energy costs as a percentage of revenue are observed to be high in Chennai, Mumbai and Pune. The Per Occupied Room (POR) expenses in Rooms and F&B across all cities when compared to those last year indicate the effects of inflationary pressures on operating costs of hotels.
Page 35
TA
BL
E 3
-1:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: F
acil
itie
s an
d G
ues
t A
nal
ysi
s
Page 36
Typic
al R
oom
Pro
file
of
an A
vera
ge H
ote
l
Pune
CO
MP
OS
ITIO
N
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
Four-
Sta
r,Thre
e-
Sta
r &
Tw
o-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Two-S
tar
&
One-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four
star
&Thre
e-
Sta
r
Two-S
tar
&
One-S
tar
Four
Sta
r,Thre
e-
Sta
r &
Tw
o-
Sta
r
Num
ber
of
Resp
onse
s1
14
31
02
51
12
19
26
19
53
56
92
81
73
7
Air-
Conditi
oned
Sin
gle
21
.21
2.3
36
.88
.78
.05
.03
4.2
3.2
61
.08
.55
.04
5.2
12
.34
.51
1.2
Double
14
4.0
48
.41
13
.04
9.9
14
4.6
52
.71
12
.22
3.7
13
9.7
50
.92
4.4
81
.87
2.6
22
.03
0.7
Suite
s1
6.1
7.6
17
.06
.01
1.4
10
.11
2.1
3.7
21
.36
.23
.21
2.2
7.6
0.8
2.5
Non-A
ir-C
onditi
oned
Sin
gle
0.0
2.1
0.0
1.0
0.0
0.1
0.0
1.9
0.0
0.1
0.2
0.0
0.0
3.9
1.2
Double
0.0
13
.00
.04
.00
.02
.10
.04
.70
.01
.80
.50
.00
.02
.24
.4S
uite
s0
.00
.70
.00
.10
.00
.00
.00
.20
.02
.00
.00
.00
.00
.11
.3To
tal A
vera
ge R
oom
s1
81
.38
4.1
16
6.8
69
.61
64
.07
0.1
15
8.6
37
.42
21
.96
9.4
33
.21
39
.29
2.5
33
.65
1.5
Ave
rage N
um
ber
of
Food &
Beve
rage O
utl
ets
Per
Hote
l
Pune
CO
MP
OS
ITIO
N
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
Four-
Sta
r,Thre
e-
Sta
r &
Tw
o-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Two-S
tar
&
One-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four
star
&Thre
e-
Sta
r
Two-S
tar
&
One-S
tar
Four
Sta
r,Thre
e-
Sta
r &
Tw
o-
Sta
r
Num
ber
of
Resp
onse
s1
03
69
23
11
20
91
91
85
13
69
25
82
9
Res
taura
nt
3.1
1.8
3.4
1.7
3.8
2.1
3.1
1.2
4.0
1.4
1.1
2.7
1.6
1.0
1.5
Bar
s1
.00
.91
.21
.02
.51
.61
.60
.81
.30
.80
.71
.21
.00.1
20
.7O
ther
s0
.10
.70
.31
.40
.70
.40
.90
.60
.70
.90
.31
.80
.70
.00
.7To
tal
4.2
3.4
5.0
4.0
7.0
4.1
5.6
2.6
6.0
3.1
2.1
5.7
3.2
1.1
2.9
Guest
Analy
sis
Pune
CO
MP
OS
ITIO
N
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
Four-
Sta
r,Thre
e-
Sta
r &
Tw
o-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Fiv
e-S
tar
Delu
xe,
Fiv
e-S
tar
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four-
Sta
r
& T
hre
e-
Sta
r
Two-S
tar
&
One-S
tar
Fiv
e-S
tar
Delu
xe &
Fiv
e-S
tar
Four
star
&Thre
e-
Sta
r
Two-S
tar
&
One-S
tar
Four
Sta
r,Thre
e-
Sta
r &
Tw
o-
Sta
r
Num
ber
of
Resp
onse
s1
13
18
21
11
17
92
21
74
24
59
25
92
8
Dom
estic
Gues
ts4
0.6
%7
2.1
%4
8.2
%7
4.4
%5
7.0
%5
4.1
%6
7.8
%8
5.0
%5
0.9
%7
0.5
%7
3.1
%3
1.0
%6
1.6
%7
5.1
%7
9.4
%Fo
reig
n G
ues
ts5
9.4
27
.95
1.8
25
.64
3.0
45
.93
2.3
15
.24
9.1
29
.32
6.9
69
.03
8.4
24
.92
0.6
Tota
l1
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.01
00
.0
Tota
l Busi
nes
s9
0.3
%7
6.6
%7
7.4
%7
5.8
%2
4.8
%3
0.6
%7
4.7
%7
7.6
%7
9.2
%6
5.3
%7
0.3
%6
2.7
%7
0.8
%7
0.4
%7
9.3
%To
tal L
eisu
re9
.71
9.9
22
.62
4.2
75
.26
2.2
25
.32
2.4
20
.83
4.8
29
.73
7.3
29
.22
9.6
20
.7To
tal
10
0.0
96
.61
00
.01
00
.01
00
.09
2.9
10
0.0
10
0.0
10
0.0
10
0.0
10
0.0
10
0.0
10
0.0
10
0.0
10
0.0
Avg
. S
tay
of
Fore
ign G
ues
ts (
Day
s)5
.54
.24
.03
.37
.87
.82
.13
.62
.53
.42
.21
.92
.42
.05
.5A
vg.
Sta
y of
Dom
estic
Gues
ts (
Day
s)3
.02
.42
.23
.32
.93
.31
.82
.91
.94
.32
.31
.52
.01
.32
.7A
vg.
Sta
y of
Busi
nes
s G
ues
ts (
Day
s)2
.92
.62
.64
.12
.12
.62
.13
.52
.23
.22
.41
.92
.12
.03
.3A
vg.
Sta
y of
Lei
sure
Gues
ts (
Day
s)2
.42
.31
.52
.44
.03
.42
.32
.22
.33
.32
.21
.41
.62
.02
.6P
erce
nta
ge
of
Rep
eat G
ues
ts3
1.7
39
.35
0.0
55
.02
4.4
34
.15
1.3
45
.14
0.0
44
.15
1.2
37
.44
3.6
57
.85
0.4
Mum
bai
Bengalu
ruC
hennai
Mum
bai
Mum
bai
New
Delh
i-N
CR
New
Delh
i-N
CR
New
Delh
i-N
CR
Bengalu
ruC
hennai
Goa
Kolk
ata
Goa
Kolk
ata
Bengalu
ruC
hennai
Goa
Kolk
ata
TA
BL
E 3
-2:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: S
taff
ing
Page 37
Aver
age
Num
ber
of T
otal
Em
ploy
ees
Per
Hot
el (P
erm
anen
t / C
ontr
act /
Ful
l Tim
e / P
art T
ime)
Pune
COM
POSI
TION
Five
-Sta
r
Del
uxe,
Five
-Sta
r
Four
Star
,Thr
ee-
Star
& T
wo-
Star
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thre
e-St
ar
& T
wo-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thre
e-St
ar
& T
wo-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
&
One-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
Sta
r
& T
hree
-
Star
Two
Star
& O
ne
Star
Four
Sta
r
Thre
e-St
ar
& T
wo-
Star
Num
ber
of R
espo
nses
1135
1024
1119
821
1747
528
2613
33
Man
ager
sM
ale
35.8
10.7
35.3
13.0
37.7
6.6
36.9
2.7
57.7
8.9
2.4
48.9
14.9
1.7
4.0
Fem
ale
11.0
1.7
7.0
1.6
9.6
1.1
11.0
0.3
17.5
1.5
0.3
11.3
3.3
0.7
0.9
Supe
rvis
ors
Mal
e35
.914
.041
.214
.335
.99.
043
.96.
560
.612
.02.
764
.514
.51.
45.
4Fe
mal
e5.
92.
14.
31.
56.
52.
29.
30.
811
.82.
60.
712
.93.
10.
21.
0St
aff
Mal
e21
2.6
84.1
217.
288
.420
2.6
87.2
195.
837
.022
8.3
77.3
25.2
174.
110
2.2
14.0
29.1
Fem
ale
25.8
7.4
25.8
10.5
31.6
8.8
37.1
1.5
33.1
5.5
1.6
16.1
9.2
0.9
2.9
Tota
l32
7.1
120.
033
0.8
129.
132
4.0
114.
833
3.9
48.7
409.
010
7.8
32.9
327.
814
7.0
18.8
43.4
Aver
age
Num
ber o
f Em
ploy
ees
per R
oom
1.9
1.7
2.1
1.9
2.0
1.8
2.0
1.3
1.9
1.9
1.1
2.6
1.7
0.5
1.0
Aver
age
Perc
enta
ge o
f Tra
ined
Em
ploy
ees
Per
Hot
el
Pune
COM
POSI
TION
Five
-Sta
r
Del
uxe,
Five
-Sta
r
Four
Star
,Thr
ee-
Star
& T
wo-
Star
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thre
e-St
ar
& T
wo-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thre
e-St
ar
& T
wo-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
&
One-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
Sta
r
& T
hree
-
Star
Two
Star
& O
ne
Star
Four
Sta
r
Thre
e-St
ar
& T
wo-
Star
Num
ber
of R
espo
nses
921
818
1012
811
1334
188
239
17
Man
ager
s83
.2%
87.5
%97
.2%
82.4
%76
.9%
88.1
%90
.6%
94.6
%89
.0%
89.6
%10
0.0%
86.5
%93
.9%
98.2
%95
.1%
Supe
rvis
ors
81.1
80.8
94.9
82.5
63.4
83.5
77.4
83.0
87.1
66.1
70.2
74.2
129.
388
.985
.8
Staf
f66
.467
.280
.769
.759
.263
.972
.253
.869
.955
.455
.471
.879
.791
.983
.0
Tota
l Avg
. Tra
ined
Em
ploy
ees*
76.9
78.5
90.9
78.2
66.5
78.5
80.1
77.1
82.0
70.4
75.2
77.5
101.
093
.088
.0To
tal A
vg. U
n-Tr
aine
d Em
ploy
ees
23.1
21.5
9.1
21.8
33.5
21.5
19.9
22.9
18.0
29.7
24.8
22.5
10.0
7.0
12.0
* Tr
aine
d Em
ploy
ees
incl
udes
thos
e w
ith a
min
imum
one
-yea
r cer
tific
ate
cour
se fr
om a
hot
el m
anag
emen
t or e
quiv
alen
t ins
titut
ion;
how
ever
, som
e ho
tels
may
hav
e in
clud
ed th
ose
with
sho
rt te
rm (i
n-ho
use)
trai
ning
Beng
alur
uCh
enna
iG
oaKo
lkat
aM
umba
i
Beng
alur
uCh
enna
iG
oaKo
lkat
aM
umba
i
New
Del
hi-N
CR
New
Del
hi-N
CR
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Del
uxe,
Five
- S
tar
& F
our
-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Num
ber
of R
espo
nses
1018
811
913
711
1425
255
155
15
Ave
rage
Tot
al R
oom
s Pe
r H
otel
:18
392
178
101
162
7314
137
222
6233
153
108
2751
Ave
rage
Occ
upie
d R
oom
s Pe
r H
otel
:39
,422
15,4
9138
,570
24,2
4838
,502
16,7
5034
,824
9,30
049
,850
16,1
878,
679
36,2
4722
,029
4,84
79,
132
Ave
rage
Occ
upan
cy P
er H
otel
:60
.0%
50.1
%62
.7%
65.8
%73
.3%
62.2
%65
.4%
61.0
%70
.6%
75.6
%73
.6%
67.5
%57
.9%
53.9
%52
.5%
Ave
rage
Rat
e Pe
r H
otel
(`)
:6,
400
5,22
8
7,46
1
3,15
9
11,7
22
2,14
0
6,04
6
62
8,15
9
4,34
1
2,13
1
10,3
04
5,25
290
73,
370
REV
ENU
ER
oom
s62
.8%
65.4
%54
.2%
52.0
%61
.6%
62.3
%49
.2%
59.8
%60
.6%
66.6
%73
.2%
53.8
%68
.1%
87.3
%73
.4%
Food
& B
ever
age
19.5
24.8
26.6
36.9
27.1
29.5
24.8
29.0
22.3
23.8
24.2
25.2
23.4
7.8
20.7
Ban
quet
s &
Con
fere
nces
11.0
7.1
14.8
8.5
2.9
3.9
18.8
6.9
10.7
7.3
1.0
9.8
5.0
0.0
1.7
Tele
phon
e &
Oth
er1.
10.
40.
80.
10.
30.
20.
20.
50.
50.
30.
30.
70.
50.
20.
8M
inor
Ope
rate
d*3.
41.
22.
81.
25.
82.
23.
41.
92.
90.
80.
43.
32.
10.
22.
0R
enta
l & O
ther
Inco
me
2.3
1.0
0.8
1.3
2.3
2.0
3.6
1.9
3.1
1.2
0.9
7.3
0.9
4.6
1.3
Tota
l10
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
DEP
AR
TMEN
TAL
EXP
ENS
ESR
oom
s16
.611
.315
.016
.410
.317
.718
.28.
716
.414
.416
.620
.413
.018
.615
.5Fo
od &
Bev
erag
e71
.456
.945
.953
.435
.171
.449
.350
.548
.164
.684
.352
.457
.166
.051
.9Te
leph
one
& O
ther
68.0
17.9
29.3
47.9
19.1
255.
730
.724
8.5
51.6
128.
517
0.1
37.6
37.3
280.
788
.5M
inor
Ope
rate
d*66
.155
.648
.449
.416
.349
.215
.310
6.1
35.1
235.
459
.971
.734
.34.
376
.6R
enta
l & O
ther
Inco
me
15.2
8.2
3.6
35.4
1.5
16.6
0.0
70.9
1.1
29.2
46.9
0.3
8.8
23.9
35.3
Tota
l35
.526
.428
.833
.917
.936
.731
.027
.927
.132
.234
.532
.026
.123
.025
.7D
EPA
RTM
ENTA
L IN
CO
ME
64.5
73.6
71.3
66.1
82.1
63.3
69.0
72.1
72.9
67.8
65.5
68.0
73.9
77.0
74.3
OP
ERAT
ING
EX
PEN
SES
Adm
inis
trat
ive
& G
ener
al10
.97.
910
.56.
66.
412
.68.
16.
18.
415
.217
.88.
79.
45.
18.
8M
anag
emen
t Fee
2.4
3.7
4.9
0.5
0.4
1.0
4.0
2.1
2.1
1.1
0.7
1.2
2.4
0.8
2.4
Mar
ketin
g8.
21.
67.
02.
22.
13.
02.
92.
23.
42.
62.
52.
92.
01.
03.
4Fr
anch
ise
Fees
0.3
0.2
0.1
0.7
0.5
0.6
0.1
0.0
0.1
0.5
0.1
0.2
0.2
0.0
0.3
Prop
erty
Ope
ratio
ns &
Mai
nten
ance
6.8
4.4
3.5
4.9
5.1
9.6
6.3
4.0
5.7
7.2
3.8
2.9
5.8
20.8
5.1
Ener
gy9.
66.
58.
911
.44.
47.
98.
05.
87.
711
.110
.96.
86.
815
.910
.8To
tal
38.1
24.4
35.0
26.3
18.8
34.8
29.3
20.1
27.4
37.7
35.8
22.5
26.5
43.6
30.8
HO
US
E P
RO
FIT
26.5
49.2
36.3
39.8
63.3
28.5
39.8
52.0
45.5
30.2
29.7
45.5
47.5
33.5
43.5
FIX
ED E
XP
ENS
ESPr
oper
ty T
axes
2.0
1.0
1.0
1.4
0.1
0.3
0.5
0.7
1.7
0.8
0.6
0.2
0.4
0.4
0.4
Insu
ranc
e0.
60.
20.
30.
30.
20.
30.
30.
20.
30.
20.
70.
00.
30.
20.
4O
ther
Fix
ed C
harg
es1.
80.
52.
40.
80.
10.
71.
01.
41.
20.
60.
835
.20.
26.
71.
2R
ent
8.5
0.8
0.6
0.2
0.1
0.4
0.4
0.2
1.5
0.3
0.3
0.0
2.5
0.4
0.0
Tota
l12
.92.
64.
32.
70.
51.
72.
12.
44.
61.
92.
435
.43.
47.
72.
0N
ET IN
CO
ME*
*13
.6%
46.7
%32
.0%
37.1
%62
.8%
26.8
%37
.6%
49.6
%40
.9%
28.3
%27
.3%
10.1
%44
.1%
25.8
%41
.6%
* M
inor
ope
rate
d de
part
men
ts in
clud
e: la
undr
y, g
ift s
hop,
bus
ines
s ce
ntre
, new
s st
and,
spo
rts,
hea
lth c
lub,
gar
age,
par
king
and
so
fort
h
** N
et In
com
e is
bef
ore
depr
ecia
tion,
inte
rest
pay
men
ts a
nd ta
xes
ID: I
nsuf
ficie
nt D
ata
Five
-Sta
r Fi
ve-S
tar
Pun
eB
enga
luru
Che
nnai
Goa
Kolk
ata
Mum
bai
New
Del
hi-N
CR
TA
BL
E 3
-3:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: F
inan
cial
Rep
ort
– P
erce
nta
ge
of
Rev
enu
e (2
010-
11)
Page 38
Pune
COM
POSI
TION
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r &
Thre
e-St
ar
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thr
ee-S
tar
& T
wo-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r &
Thre
e-St
ar
Two-
Star
&
One-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
Fou
r-St
ar &
Thre
e-St
ar
Two-
Star
&
One-
Star
Four
-
Star
Thre
e-
Star
& T
wo-
Star
Num
ber
of R
espo
nses
1018
811
913
711
1425
255
155
15
Aver
age
Tota
l Roo
ms
Per H
otel
:18
392
178
8516
273
141
3722
262
3315
310
827
51Av
erag
e Oc
cupi
ed R
oom
s Pe
r Hot
el:
39,4
2215
,491
38,5
7018
,247
38,5
0216
,750
34,8
249,
300
49,8
5016
,187
8,67
936
,247
22,0
294,
847
9,13
2Av
erag
e Oc
cupa
ncy
Per H
otel
:60
.0%
50.1
%62
.7%
70.4
%73
.3%
62.2
%65
.4%
61.7
%70
.6%
75.6
%73
.6%
67.5
%57
.9%
53.9
%52
.5%
Aver
age
Rat
e Pe
r Hot
el (`
):6,
400
5,22
8
7,46
1
2,85
2
11,7
22
2,14
0
6,04
6
2,48
6
8,15
9
4,34
1
2,13
110
,304
5,25
290
73,
370
REVE
NU
E (`
)
Room
s1,
375,
630
882,
462
z1,
616,
670
614,
072
2,78
9,75
0
488,
472
1,49
0,30
0
622,
083
1,83
3,32
0
924,
019
564,
603
2,43
4,75
01,
075,
170
165,
355
537,
909
Food
& B
ever
age
427,
611
335,
097
794,
134
436,
279
1,22
4,74
0
231,
474
751,
527
301,
813
674,
137
329,
044
186,
315
1,14
0,83
036
9,46
014
,753
151,
603
Banq
uets
& C
onfe
renc
es24
0,10
3
95,3
35
439,
874
100,
345
132,
114
30,2
17
567,
953
71,8
05
323,
652
81,6
66
7,51
044
4,33
578
,797
-12
,625
Tele
phon
e &
Oth
er23
,810
5,68
3
23,8
21
1,22
6
14,1
69
1,42
6
6,86
5
4,77
3
15,5
49
18,8
04
2,36
029
,980
7,55
931
65,
773
Min
or O
pera
ted*
73,5
47
16,7
56
82,3
65
14,0
67
263,
453
17,0
73
103,
033
19,7
32
86,5
15
15,2
25
2,88
015
1,04
633
,666
278
14,8
75Re
ntal
& O
ther
Inco
me
50,7
33
13,9
17
24,9
61
15,1
67
102,
922
15,2
65
109,
057
19,2
91
94,2
18
35,9
92
7,23
632
9,24
413
,481
8,79
79,
686
Tota
l2,
191,
430
1,34
9,25
0
2,98
1,83
0
1,18
1,16
0
4,52
7,15
0
783,
926
3,02
8,74
0
1,03
9,50
0
3,02
7,39
0
1,40
4,75
0
770,
905
4,53
0,18
01,
578,
130
189,
498
732,
471
DEPA
RTM
ENTA
L EX
PEN
SES
(`)
Room
s22
8,55
3
99,9
97
243,
117
100,
682
286,
074
86,3
04
270,
446
54,3
84
300,
538
152,
567
93,4
4549
7,67
013
9,84
930
,787
83,1
68Fo
od &
Bev
erag
e47
6,39
2
245,
065
566,
483
286,
554
475,
918
186,
758
650,
369
188,
745
479,
577
295,
991
163,
445
830,
197
255,
938
9,74
185
,226
Tele
phon
e &
Oth
er16
,183
1,01
4
6,97
9
588
2,70
7
3,64
7
2,10
4
11,8
62
8,02
9
9,59
7
4,01
311
,283
2,81
988
65,
108
Min
or O
pera
ted*
48,6
15
9,32
2
39,8
25
6,95
2
42,8
60
8,39
2
15,7
87
20,9
26
30,3
61
33,8
03
1,72
610
8,33
011
,540
1211
,399
Rent
al &
Oth
er In
com
e7,
730
1,14
4
89
7
5,37
5
1,51
1
2,53
1
8
13,6
68
1,05
3
2,36
0
3,39
191
31,
185
2,10
53,
415
Tota
l77
7,47
3
356,
543
857,
300
400,
150
809,
070
287,
631
938,
713
289,
585
819,
558
494,
318
266,
020
1,44
8,39
041
1,33
043
,532
188,
316
DEPA
RTM
ENTA
L IN
COM
E (`
)1,
413,
960
992,
707
2,12
4,53
0
781,
005
3,71
8,08
0
496,
295
2,09
0,02
0
749,
911
2,20
7,83
0
910,
432
504,
885
3,08
1,79
01,
166,
800
145,
967
544,
154
OPER
ATIN
G EX
PEN
SES
(`)
Adm
inis
trativ
e &
Gen
eral
239,
164
106,
392
312,
707
78,0
71
288,
026
98,6
08
245,
594
62,8
82
254,
300
142,
087
137,
222
391,
804
148,
063
9,73
864
,417
Man
agem
ent F
ee51
,686
50,3
08
145,
630
6,07
8
19,2
54
7,83
2
120,
465
21,5
23
62,7
09
32,8
73
5,51
954
,121
38,1
061,
579
17,5
51M
arke
ting
179,
155
22,1
49
209,
279
26,0
23
94,0
01
23,7
42
86,6
29
22,4
44
103,
942
39,5
49
19,4
6313
0,25
430
,895
1,82
725
,182
Fran
chis
e Fe
es5,
889
2,
125
3,57
2
8,47
3
21,8
06
4,91
5
1,79
0
79
2,39
6
13,4
72
890
7,81
92,
579
-1,
866
Prop
erty
Ope
ratio
ns &
Mai
nten
ance
147,
816
59,8
54
105,
362
57,8
39
231,
774
75,5
92
190,
188
41,5
45
172,
702
87,2
42
29,0
7013
0,41
591
,317
39,3
2337
,414
Ener
gy21
0,63
5
87,5
90
266,
564
134,
346
197,
132
62,0
80
241,
117
60,4
66
233,
815
182,
221
83,6
4230
5,89
310
6,57
230
,075
78,8
44To
tal
834,
345
328,
417
1,04
3,11
0
310,
831
851,
992
272,
770
885,
783
208,
938
829,
863
497,
443
275,
805
1,02
0,31
041
7,53
282
,543
225,
274
HOU
SE P
ROFI
T (`
)57
9,61
4
664,
290
1,08
1,41
0
470,
175
2,86
6,09
0
223,
526
1,20
4,24
0
540,
973
1,37
7,96
0
412,
989
229,
080
2,06
1,48
074
9,26
763
,424
318,
880
FIXE
D EX
PEN
SES(
`)Pr
oper
ty T
axes
43,5
7613
,819
28,6
2716
,597
4,90
42,
542
13,8
777,
221
50,8
3614
,729
4,68
17,
737
6,33
475
22,
680
Insu
ranc
e12
,354
2,74
18,
728
3,98
18,
301
2,57
69,
365
1,63
98,
507
5,09
85,
247
1,75
84,
443
278
3,16
5Ot
her F
ixed
Cha
rges
39,8
237,
019
72,4
358,
843
3,43
45,
560
30,6
7213
,991
36,0
649,
793
6,15
51,
593,
572
3,04
112
,729
8,39
8Re
nt
187,
037
11,1
6617
,563
2,44
85,
843
2,83
010
,896
2,33
644
,252
8,87
02,
271
668
39,8
5381
248
Tota
l28
2,78
934
,744
127,
354
31,8
6922
,483
13,5
0864
,810
25,1
8713
9,65
838
,490
18,3
541,
603,
734
53,6
7114
,571
14,2
91
NET
INCO
ME(
`)**
296,
825
629,
546
954,
061
438,
306
2,84
3,60
021
0,01
81,
139,
430
515,
786
1,23
8,31
037
4,49
921
0,72
645
7,75
069
5,59
548
,853
304,
589
* M
inor
ope
rate
d de
part
men
ts in
clud
e: la
undr
y, g
ift s
hop,
bus
ines
s ce
ntre
, new
s st
and,
spo
rts,
hea
lth c
lub,
gar
age,
par
king
and
so
fort
h
** N
et In
com
e is
bef
ore
depr
ecia
tion,
inte
rest
pay
men
ts a
nd ta
xes
ID: I
nsuf
ficie
nt D
ata
New
Del
hi-N
CRBe
ngal
uru
Chen
nai
Goa
Kolk
ata
Mum
bai
TA
BL
E 3
-4:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: F
inan
cial
Rep
ort
– A
mo
un
t P
er A
vai
lab
le R
oo
m (
2010
-11)
Page 39
Pun
e
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r,
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
Thr
ee-S
tar
& T
wo-
Sta
r
Two-
Sta
r &
One
-Sta
r
Four
-
Sta
rThr
ee-
Sta
r &
Two-
Sta
r
Num
ber
of R
espo
nses
1018
811
911
711
1425
255
155
15
Ave
rage
Tot
al R
oom
s Pe
r H
otel
:18
392
178
178
162
7314
137
222
6233
153
108
2751
Ave
rage
Occ
upie
d R
oom
s Pe
r H
otel
:39
,422
15,4
9138
,570
38,5
7038
,502
16,7
5034
,824
9,30
049
,850
16,1
878,
679
36,2
4722
,029
4,84
79,
132
Ave
rage
Occ
upan
cy P
er H
otel
:60
.0%
50.1
%62
.7%
62.7
%73
.3%
62.2
%65
.4%
61.7
%70
.6%
75.6
%73
.6%
67.5
%57
.9%
53.9
%52
.5%
Ave
rage
Rat
e Pe
r H
otel
(`)
:6,
400
5,22
8
7,46
1
7,46
1
11,7
22
2,14
0
6,04
6
2,48
6
8,15
9
4,34
1
2,13
110
,304
5,25
290
73,
370
REV
ENU
E (`
)
Roo
ms
6,40
0
5,22
8
7,46
1
2,85
2
11,7
22
2,14
0
6,32
9
6,04
6
8,15
9
4,34
1
2,13
110
,304
5,25
290
73,
015
Food
& B
ever
age
1,98
9
1,98
5
3,66
5
2,02
6
5,14
6
1,01
4
3,24
7
3,04
9
3,00
0
1,55
3
703
4,82
81,
805
8185
0Ba
nque
ts &
Con
fere
nces
1,11
7
565
2,03
0
466
555
132
2,49
3
2,30
4
1,44
0
477
281,
880
385
-71
Tele
phon
e &
Oth
er11
1
34
110
6
60
6
68
28
69
16
912
737
232
Min
or O
pera
ted*
342
99
380
65
1,10
7
75
203
418
385
50
1163
916
42
83R
enta
l & O
ther
Inco
me
236
82
115
70
432
67
409
442
419
78
271,
393
6648
54To
tal
10,1
95
7,99
4
13,7
61
5,48
5
19,0
22
3,43
4
12,7
49
12,2
88
13,4
74
6,51
4
2,90
919
,172
7,70
81,
040
4,10
5D
EPA
RTM
ENTA
L EX
PEN
SES
(`)
Roo
ms
1,06
3
592
1,12
2
468
1,20
2
378
1,21
4
1,09
7
1,33
8
624
353
2,10
668
316
946
6Fo
od &
Bev
erag
e2,
216
1,45
2
2,61
4
1,33
1
2,00
0
818
2,73
4
2,63
9
2,13
4
1,31
1
617
3,51
31,
250
5347
8Te
leph
one
& O
ther
75
6
32
3
11
16
60
9
36
21
1548
145
29M
inor
Ope
rate
d*22
6
55
184
32
180
37
203
64
135
119
745
856
064
Ren
tal &
Oth
er In
com
e36
7
4
25
6
11
5
0
5
23
134
612
19To
tal
3,61
7
2,11
2
3,95
6
1,85
8
3,40
0
1,26
0
4,21
6
3,80
9
3,64
8
2,09
7
1,00
46,
130
2,00
923
91,
055
DEP
AR
TMEN
TAL
INC
OM
E (`
)6,
578
3,73
6
9,80
5
3,62
7
15,6
23
2,17
4
8,53
3
8,48
0
9,82
6
4,41
7
1,90
513
,042
5,69
980
13,
050
OP
ERAT
ING
EX
PEN
SES
(`)
Adm
inis
trativ
e &
Gen
eral
1,11
3
630
1,44
3
363
1,21
0
432
1,16
0
996
1,13
2
989
518
1,65
872
353
361
Man
agem
ent F
ee24
0
298
672
28
81
34
320
489
279
72
2122
918
69
98M
arke
ting
833
131
966
121
395
104
403
351
463
166
7355
115
110
141
Fran
chis
e Fe
es27
13
16
3992
221
711
343
3313
-10
Prop
erty
Ope
ratio
ns &
Mai
nten
ance
688
355
486
269
974
331
645
772
769
472
110
552
446
216
210
Ener
gy98
051
91,
230
624
828
272
934
978
1,04
172
131
61,
295
521
165
442
Tota
l3,
882
1,94
64,
814
1,44
33,
580
1,19
53,
464
3,59
43,
693
2,45
41,
041
4,31
82,
039
453
1,26
3H
OU
SE
PR
OFI
T (`
)2,
697
3,93
64,
991
2,18
312
,043
979
5,06
94,
886
6,13
31,
963
864
8,72
43,
660
348
1,78
7FI
XED
EX
PEN
SES
(`)
Prop
erty
Tax
es20
382
132
7721
1197
5622
652
1833
314
15In
sura
nce
5716
4018
3511
4338
3813
207
222
18O
ther
Fix
ed C
harg
es18
542
334
4114
2463
124
161
3823
6,74
415
7047
Ren
t 87
066
8111
2512
186
4419
722
93
195
40
Tota
l1,
316
206
588
148
9459
389
263
622
124
696,
787
262
8080
NET
INC
OM
E(`)
**1,
381
3,73
04,
403
2,03
511
,948
920
4,68
04,
623
5,51
11,
839
795
1,93
73,
398
268
1,70
7
* M
inor
ope
rate
d de
part
men
ts in
clud
e: la
undr
y, g
ift s
hop,
bus
ines
s ce
ntre
, new
s st
and,
spo
rts,
hea
lth c
lub,
gar
age,
par
king
and
so
fort
h
** N
et In
com
e is
bef
ore
depr
ecia
tion,
inte
rest
pay
men
ts a
nd ta
xes
ID: I
nsuf
ficie
nt D
ata
Ben
galu
ruC
henn
aiG
oaKo
lkat
aM
umba
iN
ew D
elhi
-NC
R
TA
BL
E 3
-5:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: F
inan
cial
Rep
ort
– A
mo
un
t P
er O
ccu
pie
d R
oo
m (
2010
-11)
Page 40
TA
BL
E 3
-6:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: M
ark
et D
ata
(201
0-11
)
Page 41
Mar
ket S
egm
enta
tion
Pun
e
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
Four
-
Sta
r,Thr
ee-
Sta
r &
Tw
o-
Sta
r
Five
-Sta
r
Del
uxe
,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r&
Four
-Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Four
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Num
ber
of R
espo
nses
929
720
1115
818
1640
358
228
22
Airl
ine
Cre
w4.
6%2.
2%6.
4%0.
4%0.
6%0.
9%8.
5%0.
6%4.
0%1.
1%76
.0%
4.3%
2.1%
0.6%
0.7%
Bus
ines
s Tr
avel
ler
- D
omes
tic22
.332
.323
.834
.96.
914
.841
.655
.521
.834
.942
.312
.024
.938
.649
.3B
usin
ess
Trav
elle
r -
Fore
ign
53.6
19.8
28.8
14.4
2.5
6.9
13.0
9.2
27.2
16.3
12.7
22.4
20.9
6.0
16.0
Com
plim
enta
ry R
oom
s0.
61.
42.
82.
13.
01.
33.
30.
31.
71.
51.
02.
01.
31.
51.
5D
omes
tic -
Tou
rists
/ L
eisu
re F
IT2.
313
.08.
311
.926
.418
.77.
38.
89.
211
.715
.412
.19.
922
.011
.6Fo
reig
n -
Tour
ists
/ L
eisu
re F
IT1.
35.
08.
95.
625
.434
.01.
56.
38.
87.
78.
311
.512
.56.
93.
1M
eetin
g Pa
rtic
ipan
ts (
Less
than
100
Atte
ndee
s)2.
35.
91.
92.
98.
03.
41.
43.
12.
02.
53.
92.
65.
62.
52.
8M
eetin
g Pa
rtic
ipan
ts (
Ove
r 10
0 A
ttend
ees)
6.1
9.1
4.4
10.1
10.8
4.7
11.0
10.3
8.5
5.7
5.2
11.5
7.0
2.9
10.2
Tour
Gro
ups
- D
omes
tic2.
24.
83.
18.
08.
612
.24.
93.
72.
65.
65.
33.
94.
46.
43.
1To
ur G
roup
s -
Fore
ign
1.2
2.9
3.1
4.1
4.8
2.0
1.6
1.7
1.3
6.9
2.1
7.4
7.1
3.3
1.1
Oth
er3.
53.
98.
45.
53.
21.
15.
90.
613
.06.
13.
110
.44.
59.
40.
7To
tal
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0
Cou
ntry
of
Ori
gin
of G
uest
s
Pun
e
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
Four
-
Sta
r,Thr
ee-
Sta
r &
Tw
o-
Sta
r
Five
-Sta
r
Del
uxe
,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r&
Four
-Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Four
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Num
ber
of R
espo
nses
820
711
816
512
1425
318
153
11
AS
EAN
*5.
0%5.
4%3.
2%9.
9%1.
4%1.
1%2.
3%5.
8%5.
1%5.
5%7.
4%4.
1%3.
4%7.
3%4.
5% A
ustr
alia
6.6
3.6
3.1
3.2
1.6
3.0
1.2
3.8
2.5
4.0
4.6
5.3
5.5
6.7
2.5
Can
ada
3.1
3.4
2.4
1.5
0.9
3.0
0.8
3.5
2.0
4.7
3.1
2.5
1.7
4.0
4.2
Car
ibbe
an3.
61.
31.
11.
00.
20.
70.
00.
80.
71.
51.
00.
34.
30.
00.
5 C
hina
2.4
5.5
2.6
4.1
1.3
3.1
1.1
6.4
2.2
4.7
3.3
7.0
5.4
2.5
7.4
Fra
nce
5.1
4.8
4.1
6.2
1.2
1.3
0.9
3.0
2.2
6.8
3.5
2.8
4.1
5.7
6.2
Ger
man
y4.
38.
17.
22.
65.
92.
810
.85.
76.
44.
44.
34.
66.
58.
28.
0 J
apan
3.1
14.0
8.9
5.1
0.9
3.8
2.4
6.9
2.5
4.1
1.9
9.2
8.2
2.5
7.1
Mid
dle
East
3.0
3.7
2.3
1.6
2.3
2.5
0.5
2.0
3.5
9.2
10.2
2.9
3.9
1.7
5.6
Oth
er E
urop
ean
10.0
7.3
17.0
5.9
12.7
11.9
11.2
8.5
12.4
6.4
9.9
10.5
11.6
12.2
5.7
Rus
sia
3.0
1.6
0.6
0.8
37.2
24.3
4.5
2.0
2.3
4.9
2.2
1.4
4.3
3.0
5.6
SA
AR
C *
*3.
92.
92.
714
.51.
21.
71.
417
.75.
56.
710
.31.
94.
519
.02.
1 S
outh
Afr
ica
1.2
1.4
1.9
3.5
0.8
3.1
0.7
1.4
2.1
5.2
3.3
2.4
1.7
0.2
8.4
UK
11.0
9.8
11.8
5.0
24.8
29.7
6.2
13.0
17.4
10.3
16.1
10.6
8.8
14.3
9.3
US
A24
.018
.519
.45.
94.
93.
87.
711
.814
.612
.610
.814
.111
.68.
717
.3O
ther
10.8
9.0
11.7
29.1
2.8
4.3
48.4
7.8
18.6
9.2
8.1
20.7
14.7
4.1
5.8
Tota
l10
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
* A
SEA
N: A
ssoc
iatio
n of
Sou
th E
ast A
sian
Nat
ions
** S
AA
RC
: Sou
th A
sian
Ass
ocia
tion
for
Reg
iona
l Co-
oper
atio
n -
Indi
a, P
akis
tan,
Ban
glad
esh,
Sri
Lank
a, N
epal
, Bhu
tan,
Mal
dive
s
Che
nnai
Goa
New
Del
hi-N
CR
New
Del
hi-N
CR
Kol
kata
Mum
bai
Ben
galu
ru
Ben
galu
ruC
henn
aiG
oaK
olka
taM
umba
i
Aver
age
Mon
thly
Occ
upan
cy
Pune
COM
POSI
TION
Five
-Sta
r
Delu
xe,
Five
-Sta
r
Four
-
Star
,Thr
ee-
Star
& T
wo-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-St
ar
& T
wo-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Delu
xe,
Five
- Sta
r
& F
our -
Star
Thre
e-St
ar
& T
wo-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
&
One-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r &
Thre
e-St
ar
Two-
Star
&
One
-Sta
r
Four
Sta
r
Thre
e-St
ar
& T
wo-
Star
Num
ber
of R
espo
nses
1128
821
1118
822
1639
489
239
24
Janu
ary
64.3
%55
.2%
67.8
%67
.3%
84.4
%75
.9%
76.9
%72
.1%
76.3
%79
.9%
75.5
%68
.6%
65.3
%61
.1%
58.3
%Fe
brua
ry74
.259
.074
.668
.386
.680
.183
.071
.783
.883
.476
.385
.479
.560
.361
.3M
arch
70.7
52.0
70.3
62.9
84.6
71.5
76.2
63.7
67.9
74.1
70.4
75.5
68.7
53.1
51.5
April
66.5
50.8
61.5
63.2
75.6
60.0
71.4
66.4
70.0
66.5
65.4
74.6
57.6
50.7
56.3
May
66.7
56.3
58.5
60.7
68.0
48.6
68.4
64.5
66.1
66.3
64.2
60.6
51.9
46.7
57.7
June
67.0
55.5
61.1
65.6
64.2
37.0
67.2
62.6
65.8
70.3
66.1
58.9
50.1
43.5
60.2
July
64.2
54.1
58.1
63.7
55.8
38.5
69.2
63.5
63.2
67.7
68.6
64.8
56.9
46.8
59.5
Augu
st58
.654
.163
.366
.455
.540
.368
.163
.759
.468
.167
.871
.556
.245
.856
.0Se
ptem
ber
65.4
55.0
64.8
69.2
74.9
47.6
67.8
82.1
63.6
70.1
65.1
71.4
61.8
52.4
55.4
Octo
ber
72.6
55.1
69.9
65.8
69.0
59.1
69.8
61.0
67.2
74.9
71.4
75.4
68.4
57.3
54.3
Nove
mbe
r68
.958
.668
.864
.078
.471
.977
.472
.166
.175
.272
.673
.674
.660
.363
.5De
cem
ber
61.4
56.3
62.5
69.8
74.5
77.2
75.7
77.6
70.9
81.4
79.7
76.6
63.3
57.0
67.8
Aver
age
Daily
Occ
upan
cy
Pune
COM
POSI
TION
Five
-Sta
r
Delu
xe,
Five
-Sta
r
Four
-
Star
,Thr
ee-
Star
& T
wo-
Star
Five
-Sta
r
Delu
xe,
Five
-Sta
r
& F
our-
Star
Thre
e-St
ar
& T
wo-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Delu
xe,
Five
- Sta
r
& F
our -
Star
Thre
e-St
ar
& T
wo-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
&
One-
Star
Five
-Sta
r
Delu
xe &
Five
-Sta
r
Four
-Sta
r &
Thre
e-St
ar
Two-
Star
&
One
-Sta
r
Four
Sta
r
Thre
e-St
ar
& T
wo-
Star
Num
ber
of R
espo
nses
1129
919
1017
922
1539
428
258
23
Mon
day
79.7
%55
.0%
62.9
%61
.1%
67.2
%56
.0%
78.6
%63
.9%
75.0
%69
.6%
69.6
%73
.1%
65.9
%45
.6%
57.0
%Tu
esda
y79
.758
.866
.763
.768
.456
.979
.964
.176
.972
.069
.876
.196
.749
.961
.3W
edne
sday
79.5
60.3
69.6
66.1
68.4
57.1
80.9
61.9
76.4
72.8
73.9
75.0
69.5
52.4
61.3
Thur
sday
73.6
60.2
63.0
67.7
77.5
57.5
78.1
62.3
72.2
72.3
72.9
70.9
67.0
45.0
61.2
Frid
ay57
.951
.850
.061
.586
.666
.471
.958
.161
.467
.272
.165
.058
.044
.058
.4Sa
turd
ay54
.944
.344
.457
.586
.063
.857
.254
.455
.355
.460
.662
.349
.632
.650
.6Su
nday
63.4
38.9
51.2
56.2
74.4
60.1
55.9
49.3
60.2
54.2
61.6
65.5
49.3
32.4
45.2
Chen
nai
Goa
New
Del
hi-N
CR
New
Del
hi-N
CRKo
lkat
aM
umba
iBe
ngal
uru
Beng
alur
uCh
enna
iGo
aKo
lkat
aM
umba
i
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 42
Sou
rce
of A
dvan
ce R
eser
vatio
ns
Pun
e
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r,
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
- S
tar
& F
our
-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Four
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Num
ber
of R
espo
nses
1031
920
1018
920
1541
409
236
20
Cha
in C
RS
(C
entr
al R
eser
vatio
n S
yste
m)
2.1%
6.0%
11.0
%2.
7%9.
4%1.
9%8.
7%1.
5%14
.1%
3.2%
1.2%
2.1%
3.3%
0.2%
3.2%
Dire
ct E
nqui
ry /
Hot
el R
epre
sent
ativ
e56
.549
.544
.260
.126
.129
.850
.762
.441
.952
.558
.136
.545
.857
.257
.5G
loba
l Dis
trib
utio
n S
yste
m (
GD
S)
25.0
5.5
15.3
2.6
1.3
1.8
5.0
1.8
6.9
4.1
0.8
6.7
4.7
0.2
2.9
Hot
el /
Cha
in W
ebsi
te4.
17.
35.
37.
55.
35.
15.
15.
88.
87.
55.
27.
46.
99.
28.
9Tr
avel
Age
nt &
Tou
r O
pera
tor
3.2
10.4
5.4
12.3
49.3
39.1
5.3
15.0
6.9
15.0
18.5
18.5
18.0
15.8
11.4
Oth
er O
nlin
e R
eser
vatio
n S
yste
ms
5.0
6.7
6.0
3.4
0.7
3.2
8.6
5.8
12.7
3.5
1.1
0.8
8.0
0.2
1.4
Oth
er W
ebsi
tes
2.2
8.1
3.7
7.6
1.8
9.9
4.4
3.8
4.6
7.5
6.7
6.1
5.4
5.8
5.8
Oth
er1.
96.
69.
03.
96.
09.
212
.34.
04.
26.
88.
621
.87.
911
.59.
1To
tal
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0
New
Del
hi-N
CR
Ben
galu
ruC
henn
aiG
oaKo
lkat
aM
umba
i
Mar
ketin
g M
edia
- P
erce
ntag
e of
Hot
els
Usi
ng E
ach
Med
ia
Pun
e
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r,
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
- S
tar
& F
our
-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Four
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Num
ber
of R
espo
nses
1131
917
1120
88
1941
419
227
25
Dire
ct M
ail
81.8
71.0
55.6
88.2
72.7
85.0
75.0
87.5
94.7
78.1
78.1
88.9
86.4
85.7
96.0
Hot
el W
eb S
ite10
0.0
93.6
100.
076
.510
0.0
95.0
100.
087
.510
0.0
85.4
68.3
100.
010
0.0
71.4
100.
0Lo
yalty
car
d pr
ogra
m81
.858
.188
.923
.563
.615
.075
.025
.089
.536
.612
.277
.859
.128
.640
.0M
erch
andi
sing
27.3
25.8
11.1
29.4
18.2
25.0
37.5
25.0
36.8
14.6
4.9
0.0
40.9
0.0
28.0
Oth
er In
tern
et s
ite81
.861
.366
.764
.763
.670
.075
.050
.073
.763
.456
.110
0.0
100.
057
.180
.0O
utdo
or A
dver
tisin
g63
.661
.333
.364
.781
.840
.075
.050
.057
.939
.026
.866
.745
.50.
048
.0Pr
int A
dver
tisin
g10
0.0
77.4
88.9
64.7
100.
080
.087
.587
.510
0.0
82.9
68.3
88.9
68.2
57.1
92.0
Prom
otio
ns72
.771
.088
.970
.690
.965
.087
.562
.594
.753
.746
.377
.890
.942
.972
.0R
adio
Adv
ertis
ing
45.5
12.9
22.2
5.9
18.2
25.0
50.0
37.5
42.1
14.6
4.9
44.4
9.1
0.0
24.0
Tele
mar
ketin
g45
.564
.577
.858
.863
.645
.037
.550
.068
.448
.843
.955
.672
.714
.356
.0TV
Adv
ertis
ing
9.1
9.7
22.2
23.5
45.5
5.0
0.0
25.0
21.1
12.2
2.4
22.2
9.1
0.0
8.0
Che
nnai
Goa
New
Del
hi-N
CR
Kolk
ata
Mum
bai
Ben
galu
ru
TA
BL
E 3
-8:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: S
ou
rces
of
Res
erv
atio
n
TA
BL
E 3
-9:
Ind
ian
Ho
tel
Ind
ust
ry –
Sev
en M
ajo
r C
itie
s: M
ark
etin
g M
edia
Page 43
TA
BL
E 3
-10:
In
dia
n H
ote
l In
du
stry
– S
even
Maj
or
Cit
ies:
Pay
men
t M
eth
od
s
Page 44
Pay
men
t M
etho
ds U
sed
Pun
e
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
Four
-
Sta
r,Th
ree-
Sta
r &
Tw
o-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
- S
tar
& F
our
-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Four
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Num
ber
of
Res
pon
ses
11
23
820
815
817
14
37
41
419
825
Cas
h S
ales
8.2
%25.7
%10.7
%40.2
%22.4
%33.0
%14.4
%42.8
%19.9
%29.2
%53.9
%14.0
%25.4
%57.5
%29.4
%C
redi
t C
ard
Sal
es65.7
49.8
60.9
38.3
35.8
27.3
46.8
37.0
53.6
34.1
31.0
49.0
43.5
31.4
42.9
Cre
dit S
ales
(O
ther
Tha
n C
ards
)19.1
19.0
25.4
17.2
33.7
27.0
36.5
16.9
22.9
30.5
12.8
33.3
24.4
8.6
21.1
Elec
tron
ic F
und
Tran
sfer
7.1
5.5
3.0
4.3
8.1
12.7
2.4
3.3
3.6
6.3
2.3
3.8
6.6
2.5
6.6
Tota
l100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
Cre
dit
Car
ds U
sed
Pun
e
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
Four
-
Sta
r,Th
ree-
Sta
r &
Tw
o-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
- S
tar
& F
our
-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Four
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Num
ber
of
Res
pon
ses
11
22
619
815
812
14
32
40
418
522
Am
eric
an E
xpre
ss42.2
%21.4
%26.5
%11.3
%17.0
%61.0
%28.7
%4.0
%30.7
%14.1
%6.1
%32.5
%20.3
%5.2
%12.2
%D
iner
s cl
ub1.8
2.9
3.5
4.8
0.1
0.7
3.1
2.2
2.5
2.1
3.8
3.0
6.0
0.2
2.3
Mas
terc
ard/
Euro
card
22.7
31.6
26.2
38.3
39.2
42.1
30.3
39.5
35.3
36.5
35.8
25.3
35.4
35.6
40.1
Vis
a30.4
41.2
36.8
41.1
42.9
48.6
37.1
52.5
28.2
45.2
51.2
34.3
34.0
54.0
44.2
Oth
er3.0
3.0
7.1
4.5
0.6
2.5
0.9
1.8
3.4
2.1
3.1
5.0
4.4
5.0
1.2
Tota
l100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
Ave
rage
Cre
dit
Car
d C
omm
issi
on
Pun
e
CO
MP
OS
ITIO
N
Five
-Sta
r
Del
uxe,
Five
-Sta
r
Four
-
Sta
r,Th
ree-
Sta
r &
Tw
o-
Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Five
-Sta
r
Del
uxe,
Five
- S
tar
& F
our
-
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r &
One
-Sta
r
Five
-Sta
r
Del
uxe,
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Sta
r
Two-
Sta
r&0ne
-
Sta
r
Four
Sta
r
Thre
e-S
tar
& T
wo-
Sta
r
Num
ber
of
Res
pon
ses
921
910
11
12
713
15
27
32
419
218
Am
eric
an E
xpre
ss3.3
3.2
2.4
3.1
3.3
2.1
3.1
1.4
4.4
3.4
2.7
3.2
3.5
3.7
2.6
Din
ers
club
1.4
0.7
1.6
0.7
1.0
0.1
2.0
0.7
1.6
0.7
0.8
1.4
0.8
80.9
0.4
Mas
terc
ard/
Euro
card
1.0
1.4
1.3
1.3
1.2
1.6
1.1
1.4
1.2
1.5
1.7
0.9
1.4
1.7
1.8
Vis
a1.2
1.5
1.3
1.4
1.2
1.6
1.1
1.6
6.5
1.5
1.8
0.9
1.2
71.7
1.6
Oth
er0.2
0.1
0.0
0.1
0.0
0.0
0.0
0.3
0.2
0.1
0.3
0.0
0.3
1.1
0.2
Mum
bai
Ben
galu
ruC
henn
aiM
umba
i
Mum
bai
New
Del
hi-N
CR
New
Del
hi-N
CR
New
Del
hi-N
CR
Ben
galu
ruC
henn
aiG
oaK
olka
ta
Goa
Kol
kata
Ben
galu
ruC
henn
aiG
oaK
olka
ta
TA
BL
E 3
-11:
In
dia
n H
ote
l In
du
stry
– S
even
Maj
or
Cit
ies:
Tec
hn
olo
gy
Page 45
Tech
nolo
gy in
Hot
els
- Pe
rcen
tage
of H
otel
s U
sing
Eac
h Te
chno
logy
Pune
COM
POSI
TIO
N
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-
Star
,Thr
ee-
Star
& T
wo-
Star
Five
-Sta
r
Del
uxe,
Five
-Sta
r
& F
our-
Star
Thr
ee-S
tar
& T
wo-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Five
-Sta
r
Del
uxe,
Five
- St
ar
& F
our
-
Star
Thre
e-St
ar
& T
wo-
Star
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Four
-Sta
r
& T
hree
-
Star
Two-
Star
&
One
-Sta
r
Five
-Sta
r
Del
uxe
&
Five
-Sta
r
Fou
r-St
ar &
Thre
e-St
ar Tw
o-St
ar &
One
-Sta
r
Four
Sta
r
Thre
e-St
ar
& T
wo-
Star
Num
ber
of R
espo
nses
1023
71710
197
1414
3341
421
827
Acco
untin
g Sy
stem
90.0
%95
.7%
100.
0%88
.2%
90.0
%89
.5%
100.
0%79
.0%
92.9
%81
.8%
95.1
%75
.0%
95.2
%87
.5%
88.9
%C
all A
ccou
ntin
g Sy
stem
60.0
65.2
100.
058
.810
0.0
36.8
85.7
57.1
85.7
57.6
48.8
100.
085
.750
.051
.9C
entra
l Res
erva
tion
Syst
em (
CR
S)60
.021
.757
.129
.450
.026
.371
.421
.457
.112
.19.
80.
066
.712
.522
.2El
ectro
nic
Keyc
ard
90.0
47.8
100.
047
.180
.026
.385
.742
.985
.769
.722
.010
0.0
57.1
12.5
48.2
Ener
gy M
anag
emen
t Sys
tem
50.0
26.1
71.4
29.4
20.0
15.8
42.9
7.1
35.7
18.2
14.6
0.0
33.3
25.0
22.2
Inte
rnet
/ E-
Mai
l90
.095
.710
0.0
100.
090
.094
.710
0.0
100.
010
0.0
100.
090
.210
0.0
90.5
87.5
92.6
Inte
rnet
/ W
ebsi
te10
0.0
78.3
100.
088
.290
.089
.510
0.0
71.4
100.
087
.973
.210
0.0
95.2
87.5
85.2
Intra
net S
yste
m60
.052
.285
.752
.960
.042
.110
0.0
42.9
71.4
30.3
34.2
25.0
66.7
37.5
37.0
Loca
l Are
a N
etw
ork
(LAN
)90
.082
.610
0.0
76.5
100.
073
.710
0.0
64.3
100.
084
.963
.410
0.0
90.5
25.0
77.8
Man
agem
ent I
nfor
mat
ion
Syst
em70
.065
.210
0.0
47.1
70.0
47.4
71.4
42.9
85.7
57.6
19.5
50.0
71.4
12.5
44.4
Poin
t of S
ale
Syst
em fo
r Foo
d an
d Be
vera
ge90
.078
.310
0.0
82.4
100.
052
.610
0.0
50.0
100.
087
.931
.710
0.0
90.5
37.5
74.1
Prop
erty
Man
agem
ent S
yste
m90
.047
.810
0.0
47.1
80.0
36.8
100.
035
.792
.942
.424
.410
0.0
71.4
12.5
55.6
Yiel
d M
anag
emen
t Sys
tem
40.0
21.7
42.9
23.5
30.0
15.8
57.1
7.1
42.9
21.2
7.3
0.0
47.6
12.5
22.2
Oth
er20
.013
.042
.95.
90.
010
.514
.30.
021
.415
.20.
00.
09.
50.
018
.5
Beng
alur
uCh
enna
iG
oaKo
lkat
aM
umba
iN
ew D
elhi
-NCR
4. Indian Hotel Industry – Twelve Other Cities
Introduction
This section presents the operating profiles and financial data for different categories of hotels in twelve other cities. These cities are Ahmedabad, Bhubaneswar, Hyderabad, Indore, Jaipur, Kochi, Kottayam, Mysore, Shimla, Thiruvananthapuram, Udaipur, and Vadodara. This section will provide the reader an understanding of the trends related to customer segmentation, use of technology, operating performance, etc.
Qualifying Condition
In certain cities, we were unable to fulfil the minimum data requirement of a minimum of four hotels in each representation and have reflected this as 'ID' (insufficient data).
Trends
Highlighted below are some trends noted in the 2010/11 survey across these 12 participating cities.
lRepeat Guests: The highest percentage of repeat guests is seen in the cities of Indore and Bhubaneswar. While Bhubaneswar on account of its religious significance sees a lot of repeat guests at their hotels, Indore does so owing to its large number of industrial units. Jaipur, which benefits highly from leisure demand witnessed the highest percentage of foreign tourists.
lAverage Employees per Room: Most cities in the survey revealed an employee to room ratio in line with the national average, with the exception of Indore which was at 2.8. This may be attributed to hotels in the city employing a large number of F&B personnel given the heavy banquet operations the city is accustomed to.
lFood and Beverage Costs: F&B costs across hotels in the survey set are seen to be high. Cities like Udaipur, Mysore and Shimla sell all inclusive room packages that include meals resulting in the F&B department only receiving transfers from the rooms sales, which very often is only credited at cost. Moreover, a POR increase in F&B expenses over 2009/10 owing to inflationary pressures also resulted in increased cost percentages.
Page 46
Typi
cal R
oom
Pro
file
of a
n A
vera
ge H
otel
Ahm
'bad
Bhu
bane
swar
Indo
reK
ochi
Kot
taya
mM
ysor
eS
him
laTh
iruv
'pur
amU
daip
urVa
doda
ra
CO
MP
OS
ITIO
N
Five
-Sta
r,
Four
-Sta
r
&Th
ree-
Sta
r
Four
-Sta
r &
Thre
e-S
tar
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Fou
r-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Her
itage
Four
-Sta
r &
Thre
e-S
tar
Four
-Sta
r &
Thre
e-S
tar
Four
-Sta
r,Thr
ee-
Sta
r,Tw
o-
Sta
r&H
erita
ge
Four
-
Sta
r,Thr
ee-
Sta
r,Tw
o-S
tar
& H
erita
ge
Tw
o-
Sta
r,One
-
Sta
r &
Her
itage
Thr
ee-S
tar
& T
wo-
Sta
r
Thre
e-S
tar,
Two-
Sta
r
&O
ne-S
tar
Fou
r-
Sta
r,Thr
ee-
Sta
r &
Tw
o-
Sta
r
Num
ber
of R
espo
nses
107
614
128
1115
68
108
109
Air-
Con
ditio
ned
Sin
gle
10.3
4.3
56.7
4.1
1.8
8.5
0.2
5.4
0.0
0.0
0.0
0.0
1.9
8.7
Dou
ble
55.7
66.0
89.7
63.3
40.2
61.4
67.2
35.5
37.8
44.6
1.7
48.8
30.5
50.3
Sui
tes
5.6
6.7
43.3
4.5
3.9
17.3
6.6
11.0
3.8
5.5
0.0
5.8
4.3
3.7
Non
-Air-
Con
ditio
ned
Sin
gle
0.0
4.3
0.0
1.4
0.0
0.0
1.4
0.3
0.0
0.0
4.7
0.1
0.0
0.0
Dou
ble
0.0
66.0
0.0
9.2
0.0
0.0
0.7
5.6
2.8
11.6
22.9
3.9
3.6
0.0
Sui
tes
0.0
6.7
0.0
0.3
0.0
0.0
0.0
0.0
0.0
0.5
5.3
0.0
0.0
0.0
Tota
l Ave
rage
Roo
ms
71.6
77.6
189.
782
.845
.887
.176
.057
.844
.562
.334
.658
.540
.362
.7
Ave
rage
Num
ber
of F
ood
& B
ever
age
Out
lets
Per
Hot
el
Ahm
'bad
Bhu
bane
swar
Indo
reK
ochi
Kot
taya
mM
ysor
eS
him
laTh
iruv
'pur
amU
daip
urVa
doda
ra
CO
MP
OS
ITIO
N
Five
-Sta
r,
Four
-Sta
r
&Th
ree-
Sta
r
Four
-Sta
r &
Thre
e-S
tar
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Fou
r-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Her
itage
Fou
r-S
tar&
Thre
e-S
tar
Four
-Sta
r &
Thre
e-S
tar
Four
-Sta
r,Thr
ee-
Sta
r,Tw
o-
Sta
r&H
erita
ge
Four
-
Sta
r,Thr
ee-
Sta
r,Tw
o-S
tar
& H
erita
ge
Tw
o-
Sta
r,One
-
Sta
r &
Her
itage
Thr
ee-S
tar
& T
wo-
Sta
r
Thre
e-S
tar,
Two-
Sta
r
&O
ne-S
tar
Fou
r-
Sta
r,Thr
ee-
Sta
r &
Tw
o-
Sta
r
Num
ber
of R
espo
nses
96
512
128
1015
47
96
98
Res
taur
ant
1.6
3.2
2.4
1.3
1.9
2.4
1.7
2.4
1.8
1.6
1.0
2.3
1.7
1.4
Bar
s0.
31.
31.
40.
70.
81.
41.
21.
10.
51.
10.
80.
70.
80.
0O
ther
s0.
41.
71.
03.
00.
90.
91.
82.
31.
00.
70.
60.
70.
21.
5To
tal
2.3
6.2
4.8
4.9
3.7
4.6
4.7
5.7
3.3
3.4
2.3
3.7
2.6
2.9
Gue
st A
naly
sis
Ahm
'bad
Bhu
bane
swar
Indo
reK
ochi
Kot
taya
mM
ysor
eS
him
laTh
iruv
'pur
amU
daip
urVa
doda
ra
CO
MP
OS
ITIO
N
Five
-Sta
r,
Four
-Sta
r
&Th
ree-
Sta
r
Four
-Sta
r &
Thre
e-S
tar
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Fou
r-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Her
itage
Fou
r-S
tar&
Thre
e-S
tar
Four
-Sta
r &
Thre
e-S
tar
Four
-Sta
r,Thr
ee-
Sta
r,Tw
o-
Sta
r&H
erita
ge
Four
-
Sta
r,Thr
ee-
Sta
r,Tw
o-S
tar
& H
erita
ge
Tw
o-
Sta
r,One
-
Sta
r &
Her
itage
Thr
ee-S
tar
& T
wo-
Sta
r
Thre
e-S
tar,
Two-
Sta
r
&O
ne-S
tar
Fou
r-
Sta
r,Thr
ee-
Sta
r &
Tw
o-
Sta
r
Num
ber
of R
espo
nses
67
410
127
914
56
87
98
Dom
estic
Gue
sts
77.7
%83
.4%
71.0
%93
.4%
94.4
%26
.4%
60.4
%74
.3%
66.0
%79
.0%
91.5
%55
.4%
67.0
%75
.0%
Fore
ign
Gue
sts
22.3
16.6
29.0
6.6
5.6
73.6
39.6
25.7
34.0
20.8
8.5
44.6
33.0
25.0
Tota
l10
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0
Tota
l bus
ines
s89
.673
.992
.583
.171
.732
.353
.756
.714
.137
.528
.243
.146
.473
.0To
tal l
eisu
re10
.526
.17.
516
.928
.367
.846
.343
.485
.962
.571
.856
.953
.617
.0To
tal
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
Avg
. Sta
y of
For
eign
Gue
sts
(Day
s)2.
55.
82.
03.
02.
51.
81.
83.
02.
71.
82.
06.
01.
94.
1A
vg. S
tay
of D
omes
tic G
uest
s (D
ays)
1.0
3.6
1.0
3.6
2.0
2.5
2.0
4.0
3.0
2.0
2.5
2.7
1.9
2.6
Avg
. Sta
y of
Bus
ines
s G
uest
s (D
ays)
2.0
7.6
1.0
17.6
2.9
2.3
2.0
3.2
1.0
3.4
1.3
2.0
1.7
3.0
Avg
. Sta
y of
Lei
sure
Gue
sts
(Day
s)2.
07.
02.
03.
21.
52.
01.
52.
11.
71.
62.
33.
02.
01.
9Pe
rcen
tage
of R
epea
t Gue
sts
36.3
62.8
40.0
55.0
64.1
25.0
36.0
38.3
9.7
45.0
18.3
45.8
25.5
51.3
Hyd
erab
adJa
ipur
Hyd
erab
adJa
ipur
Hyd
erab
adJa
ipur
TA
BL
E 4
-1:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Fac
ilit
ies
and
Gu
est
An
aly
sis
Page 47
TA
BL
E 4
-2:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Sta
ffin
g
Page 48
Aver
age
Num
ber o
f Tot
al E
mpl
oyee
s Pe
r Hot
el (P
erm
anen
t / C
ontra
ct /
Full
Tim
e / P
art T
ime)
Ahm
'bad
Bhub
anes
war
Indo
reKo
chi
Kotta
yam
Mys
ore
Shim
laTh
iruv'p
uram
Udai
pur
Vado
dara
COM
POSI
TION
Five
-
Star
,Fou
r-
Star
& T
hree
-
Star
Four
-Sta
r &
Thre
e-St
ar
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
&
Herit
age
Fou
r-St
ar &
Thre
e-St
ar
Four
-Sta
r &
Thre
e-St
ar
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&
Herit
age
Four
-
Star
,Thr
ee-
Star
,Tw
o-St
ar
& H
erita
ge
Tw
o-
Star
,One
-
Star
&
Herit
age
Thr
ee-S
tar
& T
wo-
Star
Thre
e-St
ar,
Two-
Star
&
One-
Star
Fou
r-
Star
,Thr
ee-
Star
& T
wo-
Star
Num
ber o
f Res
pons
es9
55
1312
711
146
89
79
8
Man
ager
sM
ale
9.8
12.2
38.8
6.5
9.5
13.9
10.2
9.4
10.2
9.5
2.6
8.9
2.9
7.0
Fem
ale
1.6
1.0
11.4
0.6
3.3
2.0
0.7
1.5
1.7
1.9
0.7
0.1
0.0
1.4
Supe
rvis
ors
Mal
e13
.817
.228
.820
.211
.314
.710
.111
.09.
89.
82.
35.
33.
412
.9Fe
mal
e2.
10.
46.
82.
11.
91.
12.
01.
92.
01.
10.
12.
30.
62.
4St
aff
Mal
e68
.010
6.4
257.
075
.982
.610
8.9
68.8
47.9
58.0
76.4
28.8
52.4
25.6
81.5
Fem
ale
3.3
3.6
28.0
15.2
3.2
5.0
4.8
10.6
11.7
8.6
0.9
18.7
1.9
3.8
Tota
l98
.614
0.8
370.
812
0.5
111.
814
5.6
96.6
82.3
93.3
107.
335
.387
.734
.310
8.9
Aver
age
Num
ber o
f Em
ploy
ees
per R
oom
1.4
2.1
1.8
1.4
2.8
1.7
1.2
1.7
2.1
1.6
1.1
1.5
0.8
1.7
Aver
age
Perc
enta
ge o
f Tra
ined
Em
ploy
ees
Per H
otel
Ahm
'bad
Bhub
anes
war
Indo
reKo
chi
Kotta
yam
Mys
ore
Shim
laTh
iruv'p
uram
Udai
pur
Vado
dara
COM
POSI
TION
Five
-
Star
,Fou
r-
Star
& T
hree
-
Star
Four
-Sta
r &
Thre
e-St
ar
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
&
Herit
age
Fou
r-St
ar &
Thre
e-St
ar
Four
-Sta
r &
Thre
e-St
ar
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&
Herit
age
Four
-
Star
,Thr
ee-
Star
,Tw
o-St
ar
& H
erita
ge
Tw
o-
Star
,One
-
Star
&
Herit
age
Thr
ee-S
tar
& T
wo-
Star
Thre
e-St
ar,
Two-
Star
&
One-
Star
Fou
r-
Star
,Thr
ee-
Star
& T
wo-
Star
Num
ber o
f Res
pons
es6
43
96
711
136
55
58
6
Man
ager
s74
.9%
97.1
%75
.0%
90.0
%49
.0%
98.8
%98
.0%
79.1
%10
0.0%
100.
0%10
0.0%
80.0
%92
.5%
91.2
%
Supe
rvis
ors
67.6
97.5
69.5
62.7
44.6
97.6
78.8
89.0
100.
089
.160
.074
.680
.285
.4
Staf
f49
.368
.950
.849
.931
.389
.776
.779
.391
.420
0.7
44.2
68.9
61.7
78.3
Tota
l Avg
. Tra
ined
Em
ploy
ees*
64.0
87.9
65.1
67.5
41.6
95.4
84.5
82.5
97.1
129.
968
.174
.578
.184
.9To
tal A
vg. U
n-Tr
aine
d Em
ploy
ees
36.1
12.2
34.9
32.5
58.4
4.6
15.5
17.5
2.9
-29.
931
.925
.521
.915
.1
* Tr
aine
d Em
ploy
ees
incl
udes
thos
e w
ith a
min
imum
one
yea
r cer
tific
ate
cour
se in
an
educ
atio
nal i
nstit
ute;
how
ever
, som
e ho
tels
may
hav
e in
clud
ed th
ose
with
sho
rt te
rm (i
n-ho
use)
trai
ning
Jaip
ur
Hyde
raba
dJa
ipur
Hyde
raba
d
TA
BL
E 4
-3:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Fin
anci
al R
epo
rt –
Per
cen
tag
e o
f R
even
ue
(201
0-11
)
Page 49
Ahm
'bad
Bhub
anes
war
Indo
reKo
chi
Kotta
yam
Mys
ore
Shim
laTh
iruv'
pura
mU
daip
urVa
doda
ra
COM
POSI
TIO
N
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar
Five
-Sta
r
Del
uxe,
Fiv
e-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Del
uxe,
Fiv
e-
Star
&
Her
itage
Fou
r-St
ar &
Thre
e-St
ar
Four
-Sta
r &
Thre
e-St
ar
Four
-Sta
r,Thr
ee-
Star
,Tw
o-St
ar &
Her
itage
Four
-Sta
r,Thr
ee-
Star
,Tw
o-St
ar
&H
erita
ge
Tw
o-
Star
,One
-
Star
&
Her
itage
Thr
ee-S
tar
& T
wo-
Star
Thre
e-St
ar,
Two-
Star
&
One
-Sta
r
Fou
r-
Star
,Thr
ee-
Star
& T
wo-
Star
Num
ber
of R
espo
nses
54
46
103
75
44
55
45
Aver
age
Tota
l Roo
ms
Per
Hot
el:
8291
153
9449
8481
5543
6833
5733
70Av
erag
e O
ccup
ied
Roo
ms
Per
Hot
el:
18,0
1916
,186
35,7
8314
,407
9,29
618
,462
19,1
1312
,089
6,52
115
,443
4,75
113
,233
6,46
219
,270
Aver
age
Occ
upan
cy P
er H
otel
:63
.4%
53.2
%54
.5%
46.6
%62
.3%
56.5
%63
.3%
69.5
%38
.5%
71.4
%45
.6%
63.4
%60
.6%
80.4
%
Aver
age
Rat
e Pe
r H
otel
(`):
3,45
3
3,21
1
5,16
9
3,06
0
1,69
4
6,61
4
2,39
2
1,87
8
2,39
6
4,63
4
17,2
122,
175
1,30
22,
967
REVE
NU
ERo
oms
64.2
%53
.7%
47.6
%52
.8%
38.3
%65
.1%
58.6
%36
.4%
13.5
%64
.5%
49.6
%57
.9%
47.8
%49
.7%
Food
& B
ever
age
31.9
20.0
18.8
28.7
45.9
20.7
24.4
53.1
80.6
24.0
49.8
32.4
20.1
24.2
Banq
uet &
Con
fere
nces
2.6
24.2
25.8
3.6
12.1
11.0
14.1
8.9
5.0
3.5
0.1
7.2
1.2
22.4
Tele
phon
e &
Oth
er0.
30.
20.
40.
20.
10.
50.
20.
10.
10.
10.
00.
50.
30.
6M
inor
Ope
rate
d*0.
61.
03.
06.
80.
20.
81.
40.
40.
26.
30.
10.
30.
30.
9Re
ntal
& O
ther
Inco
me
0.5
0.9
4.4
7.9
3.5
2.0
1.3
1.2
0.7
1.7
0.3
1.7
30.3
2.1
Tota
l10
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0D
EPAR
TMEN
TAL
EXPE
NSE
SRo
oms
13.8
11.4
ID19
.632
.25.
713
.912
.27.
212
.920
.317
.137
.06.
9Fo
od &
Bev
erag
e53
.059
.6ID
78.5
78.0
36.6
69.6
60.0
13.6
48.7
92.1
69.5
85.6
49.3
Tele
phon
e &
Oth
er52
.98.
5ID
51.7
205.
711
.612
6.9
171.
410
1.1
178.
2ID
140.
027
6.3
91.2
Min
or O
pera
ted*
136.
638
.342
.51.
764
9.0
48.5
34.9
107.
243
.956
.014
.095
.724
4.3
58.8
Rent
al &
Oth
er In
com
e15
.833
.50.
01.
95.
82.
911
.027
.714
6.1
2.6
0.0
7.1
1.8
1.5
Tota
l28
.233
.21.
336
.058
.915
.835
.842
.613
.825
.457
.538
.538
.127
.5D
EPAR
TMEN
TAL
INCO
ME
71.8
66.8
98.7
64.0
41.1
84.2
64.2
57.4
86.3
74.6
42.5
61.5
61.9
72.5
OPE
RATI
NG
EXP
ENSE
SAd
min
istra
tive
& G
ener
al12
.78.
812
.16.
55.
519
.67.
010
.02.
86.
12.
416
.02.
54.
5M
anag
emen
t Fee
3.9
0.0
9.3
0.3
0.9
0.7
1.2
2.4
0.5
4.8
0.0
1.7
0.4
3.2
Mar
ketin
g2.
15.
33.
90.
61.
20.
33.
71.
90.
51.
31.
52.
92.
02.
1Fr
anch
ise
Fees
0.0
0.0
0.6
0.8
0.1
0.0
1.1
0.0
0.0
0.0
0.0
3.9
0.4
0.0
Prop
erty
Ope
ratio
ns &
Mai
nten
ance
11.0
3.7
4.8
19.1
3.2
5.6
8.1
8.9
1.5
6.0
17.7
7.4
0.8
2.6
Ener
gy9.
59.
98.
18.
011
.48.
69.
89.
63.
47.
812
.68.
26.
79.
6To
tal
39.2
27.7
38.8
35.3
22.2
34.8
30.9
32.9
8.7
26.0
34.1
40.0
12.8
21.9
HO
USE
PRO
FIT
32.6
39.1
60.0
28.7
18.9
49.5
33.3
24.6
77.5
48.6
8.4
21.5
49.1
50.5
FIXE
D E
XPEN
SES
Prop
erty
Tax
es0.
80.
50.
30.
50.
90.
00.
30.
30.
21.
30.
00.
40.
80.
6In
sura
nce
0.3
0.1
0.2
0.3
0.4
0.0
0.2
0.2
0.1
0.7
0.8
0.9
0.5
0.2
Oth
er F
ixed
Cha
rges
0.3
0.0
1.0
0.9
0.4
0.0
0.9
1.7
0.4
0.7
0.0
2.4
0.2
0.5
Rent
0.
01.
10.
21.
21.
10.
12.
60.
40.
03.
46.
10.
50.
00.
4To
tal
1.4
1.7
1.7
2.9
2.8
0.1
4.0
2.6
0.8
6.1
7.0
4.2
1.5
1.7
NET
INCO
ME*
*31
.3%
37.4
%58
.3%
25.6
%16
.1%
49.3
%29
.3%
22.0
%76
.8%
42.5
%11
.4%
17.4
%47
.6%
48.8
%
* M
inor
ope
rate
d de
part
men
ts in
clud
e: la
undr
y, g
ift s
hop,
bus
ines
s ce
ntre
, new
s st
and,
spo
rts,
hea
lth c
lub,
gar
age,
par
king
and
so
fort
h**
Net
Inco
me
is b
efor
e de
prec
iatio
n, in
tere
st p
aym
ents
and
taxe
s
Hyd
erab
adJa
ipur
Page 50
TA
BL
E 4
-4:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Fin
anci
al R
epo
rt –
Am
ou
nt
Per
Av
aila
ble
Ro
om
(20
10-1
1)
Ahm
'bad
Indo
reKo
chi
Kotta
yam
Mys
ore
Shim
laTh
iruv
'pur
amU
daip
urVa
doda
ra
COM
POSI
TIO
N
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Del
uxe,
Fiv
e-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Del
uxe,
Fiv
e-
Star
&
Her
itage
Fou
r-St
ar &
Thre
e-St
ar
Four
-Sta
r &
Thre
e-St
ar
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&
Her
itage
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&H
erita
ge
Tw
o-
Star
,One
-
Star
&
Her
itage
Thr
ee-S
tar
& T
wo-
Star
Thre
e-St
ar,
Two-
Star
&
One
-Sta
r
Fou
r-
Star
,Thr
ee-
Star
& T
wo-
Star
Num
ber
of R
espo
nses
54
610
37
54
45
54
5
Aver
age
Tota
l Roo
ms
Per
Hot
el:
8215
394
4984
8155
4368
3357
3370
Aver
age
Occ
upie
d R
oom
s Pe
r H
otel
:18
,019
35,7
8314
,407
9,29
618
,462
19,1
1312
,089
6,52
115
,443
4,75
113
,233
6,46
219
,270
Aver
age
Occ
upan
cy P
er H
otel
:63
.4%
54.5
%46
.6%
62.3
%56
.5%
63.3
%69
.5%
38.5
%71
.4%
45.6
%63
.4%
60.6
%80
.4%
Aver
age
Rat
e Pe
r H
otel
(`)
:3,
453
5,16
9
3,06
0
1,69
4
6,61
4
2,39
2
1,87
8
2,39
6
4,63
4
17,2
122,
175
1,30
22,
967
REV
ENU
E (`
)
Roo
ms
755,
122
1,20
6,83
0
471,
457
323,
308
1,44
8,01
0
566,
432
412,
702
360,
547
1,05
2,40
0
2,49
3,27
050
1,51
225
6,85
581
2,26
3Fo
od &
Bev
erag
e37
5,23
8
476,
100
255,
848
387,
702
460,
429
235,
751
603,
084
2,14
9,30
0
391,
430
2,49
9,70
028
1,03
110
7,75
639
5,51
2Ba
nque
t & C
onfe
renc
es31
,119
654,
462
31,7
95
101,
990
245,
172
136,
420
100,
582
132,
017
56,2
17
7,10
462
,108
6,42
736
6,95
5Te
leph
one
& O
ther
3,18
3
9,32
1
1,61
5
992
10,3
64
1,62
0
1,36
0
2,30
8
1,05
0
427
3,99
01,
641
10,4
01M
inor
Ope
rate
d*6,
774
76,2
51
60,7
97
1,25
5
17,2
81
13,9
34
4,07
3
5,08
4
102,
956
5,32
92,
857
1,77
915
,392
Ren
tal &
Oth
er In
com
e5,
475
110,
551
70,7
77
29,4
61
43,8
75
12,1
12
13,1
13
18,4
68
27,3
60
16,3
9014
,704
162,
702
35,0
29To
tal
1,17
6,91
0
2,53
3,52
0
892,
288
844,
708
2,22
5,14
0
966,
267
1,13
4,91
0
2,66
7,73
0
1,63
1,41
0
5,02
2,21
086
6,20
253
7,16
01,
635,
550
DEP
ARTM
ENTA
L EX
PEN
SES
(`)
Roo
ms
104,
426
-
92,1
73
103,
964
82,4
04
78,5
95
50,4
00
25,9
28
135,
320
506,
883
85,6
3194
,970
55,9
04Fo
od &
Bev
erag
e21
5,43
2
-
225,
790
382,
017
257,
884
259,
106
422,
233
309,
219
218,
165
2,30
9,88
023
8,31
497
,786
375,
509
Tele
phon
e &
Oth
er1,
683
-
834
2,04
0
1,19
9
2,05
6
2,33
1
2,33
3
1,87
1
69,6
415,
585
4,53
49,
483
Min
or O
pera
ted*
9,25
5
32,3
81
1,05
9
8,14
2
8,38
2
4,86
9
4,36
4
2,23
2
57,6
29
744
2,73
54,
344
9,04
3R
enta
l & O
ther
Inco
me
864
-
1,36
9
1,70
2
1,26
5
1,32
7
3,63
6
26,9
87
699
-1,
045
2,93
153
1To
tal
331,
661
32,3
81
321,
225
497,
865
351,
134
345,
953
482,
964
366,
699
413,
684
2,88
7,15
033
3,31
020
4,56
645
0,46
9D
EPAR
TMEN
TAL
INCO
ME
(`)
845,
250
2,50
1,14
0
571,
063
346,
843
1,87
4,00
0
620,
314
651,
949
2,30
1,03
0
1,21
7,73
0
2,13
5,06
053
2,89
233
2,59
51,
185,
080
OPE
RAT
ING
EXP
ENSE
S (`
)
Adm
inis
trativ
e &
Gen
eral
149,
543
306,
560
57,9
23
46,8
00
435,
353
67,8
81
113,
327
75,8
69
99,5
26
118,
127
138,
331
13,2
2972
,897
Man
agem
ent F
ee45
,294
235,
405
2,70
1
7,31
0
15,8
90
11,8
06
27,2
73
13,0
78
78,0
29
-14
,470
2,22
952
,588
Mar
ketin
g25
,182
98,9
25
5,50
8
9,80
9
6,46
7
35,4
13
22,0
22
12,2
23
21,5
00
75,6
1725
,446
10,5
3433
,603
Fran
chis
e Fe
es17
0
13,8
66
6,90
9
647
39
10,4
18
-
-
-
-33
,450
2,29
052
6Pr
oper
ty O
pera
tions
& M
aint
enan
ce12
9,66
7
120,
804
170,
273
26,6
50
123,
641
78,0
24
101,
025
41,2
09
98,3
79
887,
005
64,0
944,
344
41,6
66En
ergy
111,
274
206,
292
71,4
85
96,2
1919
2,04
395
,092
109,
135
90,6
8912
7,33
563
3,49
970
,592
36,1
3715
7,45
7To
tal
461,
129
981,
852
314,
799
187,
435
773,
434
298,
634
372,
782
233,
068
424,
768
1,71
4,25
034
6,38
368
,763
358,
737
HO
USE
PR
OFI
T (`
)38
4,12
11,
519,
280
256,
264
159,
407
1,10
0,57
032
1,68
127
9,16
72,
067,
960
792,
962
420,
814
186,
509
263,
831
826,
345
FIXE
D E
XPEN
SES(
`)Pr
oper
ty T
axes
9,84
76,
977
4,66
37,
682
-2,
882
3,73
85,
794
21,3
7955
53,
411
4,20
68,
963
Insu
ranc
e3,
095
4,83
72,
882
3,68
2-
2,11
72,
575
2,71
611
,489
41,5
467,
909
2,55
03,
635
Oth
er F
ixed
Cha
rges
2,97
825
,325
8,01
63,
329
338,
452
18,9
0911
,539
10,7
421,
646
20,5
051,
115
8,12
1R
ent
335
4,55
610
,588
8,83
02,
846
25,5
504,
269
-55
,691
306,
524
4,13
917
66,
656
Tota
l16
,255
41,6
9526
,150
23,5
222,
879
39,0
0029
,491
20,0
4999
,301
350,
272
35,9
658,
046
27,3
74
NET
INCO
ME(
`)**
367,
866
1,47
7,59
023
0,11
413
5,88
51,
097,
690
282,
680
249,
676
2,04
7,91
069
3,66
170
,542
150,
544
255,
785
798,
971
* M
inor
ope
rate
d de
part
men
ts in
clud
e: la
undr
y, g
ift s
hop,
bus
ines
s ce
ntre
, new
s st
and,
spo
rts,
hea
lth c
lub,
gar
age,
par
king
and
so
fort
h**
Net
Inco
me
is b
efor
e de
prec
iatio
n, in
tere
st p
aym
ents
and
taxe
s
Hyd
erab
adJa
ipur
Bhub
anes
war
Four
-Sta
r,
Thre
e-St
ar 4 91
16,1
8653
.2%
3,21
1
574,
329
213,
807
258,
611
1,89
8
11,0
53
9,07
5
1,06
8,77
0
65,3
40
281,
696
160
4,23
1
3,04
1
354,
469
714,
302
94,0
97
-
56,5
33
-
39,9
9510
5,69
929
6,32
341
7,97
9
5,37
61,
387
276
11,5
2218
,561
399,
418
Ahm
'bad
Bhub
anes
war
Indo
reKo
chi
Kotta
yam
Mys
ore
Shim
laTh
iruv
'pur
amU
daip
urVa
doda
ra
COM
POSI
TIO
N
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Four
-Sta
r,
Thre
e-St
ar
Five
-Sta
r
Del
uxe,
Fiv
e-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Del
uxe,
Fiv
e-
Star
&
Her
itage
Fou
r-St
ar &
Thre
e-St
ar
Four
-Sta
r &
Thre
e-St
ar
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&
Her
itage
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&H
erita
ge
Tw
o-
Star
,One
-
Star
&
Her
itage
Thr
ee-S
tar
& T
wo-
Star
Thre
e-St
ar,
Two-
Star
&
One
-Sta
r
Fou
r-
Star
,Thr
ee-
Star
& T
wo-
Star
Num
ber
of R
espo
nses
54
46
103
78
44
55
45
Aver
age
Tota
l Roo
ms
Per
Hot
el:
8291
153
9449
8481
6443
6833
5733
70Av
erag
e O
ccup
ied
Roo
ms
Per
Hot
el:
18,0
1916
,186
35,7
8314
,407
9,29
618
,462
19,1
1313
,237
6,52
115
,443
4,75
113
,233
6,46
219
,270
Aver
age
Occ
upan
cy P
er H
otel
:63
%53
.2%
54.5
%46
.6%
62.3
%56
.5%
63.3
%60
.4%
38.5
%71
.4%
45.6
%63
.4%
60.6
%80
.4%
Aver
age
Rat
e Pe
r H
otel
(`)
:3,
453
3,21
1
5,16
9
3,06
0
1,69
4
6,61
4
2,39
2
2,61
0
2,39
6
4,63
4
17,2
122,
175
1,30
22,
967
REV
ENU
E (`
)
Roo
ms
3,45
3
3,21
1
5,16
9
3,06
0
1,69
4
6,61
4
2,39
2
1,87
8
2,39
6
4,63
4
17,2
122,
175
1,30
22,
967
Food
& B
ever
age
1,71
6
1,19
5
2,03
9
1,66
0
2,03
1
2,10
3
996
2,74
4
14,2
81
1,72
4
17,2
571,
219
546
1,44
5Ba
nque
t & C
onfe
renc
es14
2
1,44
6
2,80
3
206
534
1,12
0
576
458
877
248
4926
933
1,34
1Te
leph
one
& O
ther
15
11
40
10
5
47
7
6
15
5
317
838
Min
or O
pera
ted*
31
62
327
395
7
79
59
19
34
453
3712
956
Ren
tal &
Oth
er In
com
e25
51
473
459
154
200
51
60
123
120
113
6482
512
8To
tal
5,38
2
5,97
6
10,8
51
5,79
1
4,42
5
10,1
64
4,08
0
5,16
3
17,7
26
7,18
4
34,6
713,
757
2,72
35,
975
DEP
ARTM
ENTA
L EX
PEN
SES
(`)
Roo
ms
478
365
-
598
545
376
332
229
172
596
3,49
937
148
120
4Fo
od &
Bev
erag
e98
5
1,57
5
-
1,46
5
2,00
1
1,17
8
1,09
4
1,92
1
2,05
5
961
15,9
461,
034
496
1,37
2Te
leph
one
& O
ther
8
1
-
5
11
5
9
11
16
8
481
2423
35M
inor
Ope
rate
d*42
24
139
7
43
38
21
20
15
254
512
2233
Ren
tal &
Oth
er In
com
e4
17
-
9
9
6
6
17
179
3
-5
152
Tota
l1,
517
1,98
2
139
2,08
5
2,60
8
1,60
4
1,46
1
2,19
7
2,43
7
1,82
2
19,9
321,
446
1,03
71,
646
DEP
ARTM
ENTA
L IN
COM
E (`
)3,
865
3,99
4
10,7
12
3,70
6
1,81
7
8,56
0
2,62
0
2,96
6
15,2
90
5,36
2
14,7
402,
312
1,68
64,
330
OPE
RAT
ING
EXP
ENSE
S (`
)
Adm
inis
trativ
e &
Gen
eral
684
526
1,31
3
376
245
1,98
9
287
516
504
438
816
600
6726
6M
anag
emen
t Fee
207
-
1,00
8
18
38
73
50
124
87
344
-63
1119
2M
arke
ting
115
316
424
36
51
30
150
100
81
95
522
110
5312
3Fr
anch
ise
Fees
1
-
59
45
3
0
44
-
-
-
-14
512
2Pr
oper
ty O
pera
tions
& M
aint
enan
ce59
3
224
517
1,10
5
140
565
329
460
274
433
6,12
327
822
152
Ener
gy50
9
591
884
464
504
877
402
497
603
561
4,37
330
618
357
5To
tal
2,10
91,
657
4,20
52,
043
982
3,53
31,
261
1,69
61,
549
1,87
011
,834
1,50
334
91,
311
HO
USE
PR
OFI
T (`
)1,
757
2,33
76,
507
1,66
383
55,
027
1,35
81,
270
13,7
413,
492
2,90
580
91,
337
3,01
9FI
XED
EXP
ENSE
S(`)
Prop
erty
Tax
es45
3030
3040
-12
1739
944
1521
33In
sura
nce
148
2119
19-
912
1851
287
3413
13O
ther
Fix
ed C
harg
es14
210
852
170
3686
7747
1189
630
Ren
t 2
6420
6946
1310
819
-24
52,
116
181
24To
tal
7410
417
917
012
313
165
134
133
437
2,41
815
641
100
NET
INCO
ME(
`)**
1,68
22,
233
6,32
81,
493
712
5,01
41,
194
1,13
613
,608
3,05
448
765
31,
296
2,91
9
* M
inor
ope
rate
d de
part
men
ts in
clud
e: la
undr
y, g
ift s
hop,
bus
ines
s ce
ntre
, new
s st
and,
spo
rts,
hea
lth c
lub,
gar
age,
par
king
and
so
fort
h**
Net
Inco
me
is b
efor
e de
prec
iatio
n, in
tere
st p
aym
ents
and
taxe
s
Hyd
erab
adJa
ipur
TA
BL
E 4
-5:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Fin
anci
al R
epo
rt –
Am
ou
nt
Per
Occ
up
ied
Ro
om
(20
10-1
1)
Page 51
Mar
ket S
egm
enta
tion
Ahm
'bad
Bhu
bane
swar
Koch
iKo
ttay
amM
ysor
eS
him
laTh
iruv
'pur
amU
daip
urVa
doda
ra
CO
MP
OS
ITIO
N
Five
-
Sta
r,Fou
r-
Sta
r &
Thr
ee-
Sta
r
Four
-Sta
r &
Thre
e-S
tar
Five
Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Fou
r-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Her
itage
Fou
r-S
tar
&
Thre
e-S
tar
Four
-Sta
r &
Thre
e-S
tar
Four
-
Sta
r,Thr
ee-
Sta
r,Tw
o-
Sta
r &
Her
itage
Four
-
Sta
r,Thr
ee-
Sta
r,Tw
o-
Sta
r &
Her
itage
Tw
o-
Sta
r,One
-
Sta
r &
Her
itage
Thr
ee-S
tar
& T
wo-
Sta
r
Thre
e-S
tar,
Two-
Sta
r &
One
-Sta
r
Fou
r-
Sta
r,Thr
ee-
Sta
r &
Tw
o-
Sta
r
Num
ber
of R
espo
nses
66
47
106
813
64
87
88
Airl
ine
Cre
w2.
5%2.
6%9.
3%3.
0%0.
3%0.
2%0.
4%0.
1%0.
0%0.
0%2.
3%0.
6%25
.0%
38.0
%B
usin
ess
Trav
elle
r -
Dom
estic
59.3
49.9
44.3
33.1
49.4
3.6
35.8
38.6
6.3
27.5
6.5
24.6
15.0
51.6
Bus
ines
s Tr
avel
ler
- Fo
reig
n17
.012
.220
.35.
31.
819
.88.
37.
76.
014
.81.
34.
29.
612
.3C
ompl
imen
tary
Roo
ms
0.4
1.1
2.3
5.1
3.5
1.6
2.1
2.4
1.0
1.0
1.3
2.7
1.4
1.3
Dom
estic
- T
ouris
ts /
Leis
ure
FIT
3.4
11.3
2.9
12.7
17.3
15.2
11.9
13.4
22.0
36.8
51.8
18.6
29.4
5.0
Fore
ign
- To
uris
ts /
Leis
ure
FIT
2.4
2.9
2.4
3.9
2.3
14.8
7.4
6.8
37.8
6.5
4.5
15.6
15.6
3.3
Mee
ting
Part
icip
ants
(Le
ss th
an 1
00 A
ttend
ees)
1.2
4.4
0.6
2.9
2.0
6.3
4.9
4.5
6.8
1.0
4.5
5.6
5.0
7.3
Mee
ting
Part
icip
ants
(O
ver
100
Atte
ndee
s)8.
04.
08.
312
.716
.22.
86.
38.
11.
72.
54.
62.
15.
612
.1To
ur G
roup
s -
Dom
estic
1.5
7.1
0.3
11.6
3.3
5.2
5.8
13.0
12.7
3.8
20.0
13.4
13.1
2.6
Tour
Gro
ups
- Fo
reig
n1.
42.
60.
62.
02.
329
.513
.44.
85.
75.
52.
411
.45.
01.
5O
ther
2.9
2.0
9.0
7.7
1.6
1.0
3.9
0.7
0.0
0.8
1.0
1.2
0.0
2.8
Tota
l10
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
0
Cou
ntry
of O
rigi
n of
Gue
sts
Ahm
'bad
Bhu
bane
swar
Koch
iKo
ttay
amM
ysor
eS
him
laTh
iruv
'pur
amU
daip
urVa
doda
ra
CO
MP
OS
ITIO
N
Five
-
Sta
r,Fou
r-
Sta
r &
Thr
ee-
Sta
r
Four
-Sta
r &
Thre
e-S
tar
Five
Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Fou
r-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Thre
e-S
tar
&
Two-
Sta
r
Five
-Sta
r
Del
uxe,
Fiv
e-
Sta
r &
Her
itage
Fou
r-S
tar
&
Thre
e-S
tar
Four
-Sta
r &
Thre
e-S
tar
Four
-
Sta
r,Thr
ee-
Sta
r,Tw
o-
Sta
r &
Her
itage
Four
-
Sta
r,Thr
ee-
Sta
r,Tw
o-
Sta
r &
Her
itage
Tw
o-
Sta
r,One
-
Sta
r &
Her
itage
Thr
ee-S
tar
& T
wo-
Sta
r
Thre
e-S
tar,
Two-
Sta
r &
One
-Sta
r
Fou
r-
Sta
r,Thr
ee-
Sta
r &
Tw
o-
Sta
r
Num
ber
of R
espo
nses
44
47
42
49
54
54
44
AS
EAN
*3.
0%3.
7%0.
5%5.
6%3.
3%1.
0%2.
8%10
.0%
1.0%
7.0%
0.0%
0.3%
2.2%
4.3%
Aus
tral
ia1.
93.
43.
52.
02.
05.
22.
88.
34.
34.
04.
36.
31.
31.
5 C
anad
a2.
82.
74.
01.
84.
71.
93.
52.
35.
04.
05.
32.
34.
61.
0 C
arib
bean
0.0
0.3
0.0
0.8
0.0
0.5
0.8
1.4
0.0
0.0
0.7
0.0
1.7
0.5
Chi
na10
.511
.23.
54.
29.
00.
62.
32.
80.
20.
715
.76.
30.
67.
5 F
ranc
e1.
23.
53.
54.
23.
317
.88.
34.
413
.87.
04.
74.
05.
93.
5 G
erm
any
12.1
17.7
8.5
6.8
2.0
12.6
10.0
5.6
11.8
13.3
5.0
4.5
33.3
9.5
Jap
an2.
67.
93.
51.
025
.00.
95.
34.
50.
02.
81.
01.
03.
03.
8 M
iddl
e ea
st3.
46.
32.
51.
00.
32.
05.
011
.612
.22.
70.
30.
81.
36.
5 O
ther
Eur
opea
n2.
24.
12.
517
.83.
713
.214
.07.
112
.46.
71.
322
.019
.512
.5 R
ussi
a0.
12.
71.
04.
89.
00.
50.
51.
22.
21.
04.
710
.02.
02.
0 S
AA
RC
**
42.0
1.5
1.0
3.2
1.0
1.0
2.0
6.1
0.0
1.7
1.3
2.8
0.1
5.3
Sou
th A
fric
a1.
05.
51.
07.
60.
01.
10.
89.
11.
00.
81.
00.
10.
02.
0 U
K8.
67.
39.
011
.65.
316
.810
.012
.722
.015
.738
.022
.03.
810
.0 U
SA
9.0
11.0
15.5
19.4
7.7
7.6
17.8
7.1
13.0
15.0
9.0
14.3
10.6
9.0
Oth
er0.
011
.340
.58.
223
.717
.314
.55.
71.
217
.77.
73.
610
.221
.3To
tal
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
100.
010
0.0
* A
SEA
N: A
ssoc
iatio
n of
Sou
th E
ast A
sian
Nat
ions
** S
AA
RC
: Sou
th A
sian
Ass
ocia
tion
for
Reg
iona
l Co-
oper
atio
n -
Indi
a, P
akis
tan,
Ban
glad
esh,
Sri
Lank
a, N
epal
, Bhu
tan,
Mal
dive
s
Hyd
erab
adIn
dore
Jaip
ur
Hyd
erab
adIn
dore
Jaip
ur
TA
BL
E 4
-6:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Mar
ket
Dat
a
Page 52
TA
BL
E 4
-7:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Mo
nth
ly a
nd
Dai
ly O
ccu
pan
cy
Page 53
Aver
age
Mon
thly
Occ
upan
cy
Ahm
'bad
Bhub
anes
war
Indo
reKo
chi
Kotta
yam
Mys
ore
Shim
laTh
iruv'
pura
mUd
aipu
rVa
doda
ra
COM
POSI
TION
Five
-
Star
,Fou
r-
Star
& T
hree
-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
&
Herit
age
Fou
r-St
ar &
Thre
e-St
ar
Four
-Sta
r &
Thre
e-St
ar
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&
Herit
age
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&
Herit
age
Tw
o-
Star
,One
-
Star
&
Herit
age
Thr
ee-S
tar
& T
wo-
Star
Thre
e-St
ar,
Two-
Star
&
One-
Star
Fou
r-
Star
,Thr
ee-
Star
& T
wo-
Star
Num
ber o
f Res
pons
es6
74
1210
78
116
67
77
8
Janu
ary
66.7
%69
.2%
47.6
%50
.9%
68.3
%73
.3%
70.4
%71
.0%
73.2
%65
.3%
32.9
%73
.2%
59.3
%76
.0%
Febr
uary
72.9
67.2
57.1
50.1
67.8
87.1
71.3
69.2
75.2
48.3
28.0
70.9
59.0
79.8
Mar
ch65
.155
.851
.645
.060
.077
.062
.560
.055
.245
.569
.962
.149
.674
.1Ap
ril59
.154
.346
.751
.262
.156
.648
.859
.547
.762
.351
.356
.441
.174
.3M
ay58
.454
.149
.549
.667
.832
.640
.958
.648
.077
.872
.640
.738
.975
.9Ju
ne59
.946
.154
.449
.266
.129
.140
.354
.545
.061
.082
.933
.630
.173
.1Ju
ly59
.244
.055
.645
.057
.238
.347
.356
.151
.451
.348
.733
.936
.174
.8Au
gust
58.7
42.9
58.4
48.7
55.4
52.3
51.6
58.8
61.1
56.8
39.4
46.0
41.7
73.9
Sept
embe
r61
.945
.445
.848
.756
.153
.355
.661
.760
.760
.034
.949
.448
.776
.8Oc
tobe
r63
.646
.854
.350
.566
.262
.662
.162
.861
.575
.845
.355
.463
.777
.6No
vem
ber
60.2
63.7
59.3
56.8
69.0
83.4
72.9
74.1
63.2
71.5
43.3
67.1
73.0
75.1
Dece
mbe
r66
.373
.258
.460
.472
.177
.472
.676
.574
.375
.551
.374
.968
.177
.7
Aver
age
Daily
Occ
upan
cy Ahm
'bad
Bhub
anes
war
Indo
reKo
chi
Kotta
yam
Mys
ore
Shim
laTh
iruv'
pura
mUd
aipu
rVa
doda
ra
COM
POSI
TION
Five
-
Star
,Fou
r-
Star
& T
hree
-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
&
Herit
age
Fou
r-St
ar &
Thre
e-St
ar
Four
-Sta
r &
Thre
e-St
ar
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&
Herit
age
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&
Herit
age
Tw
o-
Star
,One
-
Star
&
Herit
age
Thr
ee-S
tar
& T
wo-
Star
Thre
e-St
ar,
Two-
Star
&
One-
Star
Fou
r-
Star
,Thr
ee-
Star
& T
wo-
Star
Num
ber o
f Res
pons
es5
73
1012
26
106
57
65
6
Mon
day
56.0
%44
.9%
59.7
%50
.4%
57.9
%64
.0%
51.2
%54
.2%
42.3
%55
.0%
36.4
%45
.0%
42.0
%77
.0%
Tues
day
65.6
57.1
65.0
51.2
61.1
65.5
49.7
57.3
39.2
51.2
34.1
68.8
41.0
84.0
Wed
nesd
ay62
.661
.066
.351
.362
.566
.544
.859
.740
.756
.234
.971
.741
.085
.7Th
ursd
ay65
.857
.064
.757
.663
.267
.046
.059
.942
.559
.836
.768
.340
.081
.7Fr
iday
55.8
49.4
55.3
51.3
63.5
66.0
48.7
59.6
46.2
74.0
60.4
65.0
49.0
69.4
Satu
rday
39.4
39.9
37.3
54.9
51.2
65.5
47.0
54.3
57.5
81.4
76.6
57.5
55.0
63.3
Sund
ay39
.432
.942
.054
.636
.861
.041
.852
.945
.473
.452
.352
.550
.057
.2
Hyde
raba
dJa
ipur
Hyde
raba
dJa
ipur
TA
BL
E 4
-8:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
So
urc
es o
f R
eser
vat
ion
Page 54
TA
BL
E 4
-9:
Ind
ian
Ho
tel
Ind
ust
ry –
Tw
elv
e O
ther
Cit
ies:
Mar
ket
ing
Med
ia
Sour
ce o
f Adv
ance
Res
erva
tions
Ahm
'bad
Bhub
anes
war
Indo
reKo
chi
Kotta
yam
Mys
ore
Shim
laTh
iruv'
pura
mU
daip
urVa
doda
ra
COM
POSI
TION
Five
-
Star
,Fou
r-
Star
& T
hree
-
Star
Four
-Sta
r,
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
& F
our-
Star
Thre
e-St
ar &
Two-
Star
Thre
e-St
ar &
Two-
Star
Five
-Sta
r
Delu
xe, F
ive-
Star
&
Her
itage
Fou
r-St
ar &
Thre
e-St
ar
Four
-Sta
r &
Thre
e-St
ar
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&
Her
itage
Four
-
Star
,Thr
ee-
Star
,Tw
o-
Star
&
Her
itage
Two-
Star
,
One-
Star
&
Her
itage
Thr
ee-S
tar
& T
wo-
Star
Thre
e-St
ar,
Two-
Star
&
One-
Star
Fou
r-
Star
,Thr
ee-
Star
& T
wo-
Star
Num
ber
of R
espo
nses
57
28
126
713
44
86
108
Chai
n CR
S (C
entra
l Res
erva
tion
Syst
em)
0.9%
2.4%
1.0%
2.5%
0.0%
7.7%
9.3%
1.2%
6.0%
8.8%
3.4%
0.0%
0.5%
3.1%
Dire
ct E
nqui
ry /
Hote
l Rep
rese
ntat
ive
65.0
45.2
71.5
62.8
70.7
19.3
49.0
39.3
31.0
44.8
29.1
42.0
39.0
57.1
Glob
al D
istri
butio
n Sy
stem
(GDS
)1.
81.
36.
51.
40.
41.
40.
30.
20.
30.
00.
40.
00.
53.
3Ho
tel /
Cha
in W
ebsi
te13
.98.
02.
02.
07.
53.
26.
75.
53.
36.
315
.111
.34.
05.
9Tr
avel
Age
nt &
Tou
r Ope
rato
r6.
711
.41.
018
.310
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.831
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0Ot
her O
nlin
e Re
serv
atio
n Sy
stem
s7.
215
.412
.00.
90.
82.
34.
73.
50.
01.
32.
05.
05.
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6Ot
her W
ebsi
tes
1.6
4.8
3.0
3.6
3.8
5.1
3.1
7.7
6.3
3.3
8.1
3.3
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4.1
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r3.
011
.43.
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tal
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Hyd
erab
adJa
ipur
Mar
ketin
g M
edia
- Pe
rcen
tage
of H
otel
s U
sing
Eac
h M
edia
Ahm
'bad
Bhub
anes
war
Indo
reKo
chi
Kotta
yam
Mys
ore
Shim
laTh
iruv'
pura
mU
daip
urVa
doda
ra
COM
POSI
TION
Five
-
Star
,Fou
r-
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& T
hree
-
Star
Four
-Sta
r,
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e-St
ar &
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-Sta
r
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xe, F
ive-
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our-
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-Sta
r
Delu
xe, F
ive-
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itage
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r-St
ar &
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e-St
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-
Star
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o-
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-
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o-
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itage
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itage
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ee-S
tar
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e-St
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Star
&
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r-
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,Thr
ee-
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Star
Num
ber
of R
espo
nses
67
39
116
912
56
77
98
Dire
ct M
ail
83.3
71.4
66.7
100.
081
.810
0.0
66.7
91.7
40.0
66.7
71.4
85.7
66.7
100.
0Ho
tel W
eb S
ite10
0.0
85.7
100.
066
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.810
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88.9
91.7
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lty c
ard
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ram
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100.
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.427
.366
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.633
.340
.033
.328
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062
.5M
erch
andi
sing
16.7
14.3
0.0
22.2
36.4
50.0
44.4
25.0
20.0
33.3
42.9
0.0
11.1
37.5
Othe
r Int
erne
t site
66.7
71.4
100.
044
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.077
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oor A
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g66
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dio
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ing
66.7
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33.3
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0.0
37.5
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ertis
ing
16.7
71.4
0.0
22.2
27.3
0.0
11.1
16.7
40.0
16.7
0.0
42.9
0.0
62.5
Hyd
erab
adJa
ipur
TA
BL
E 4
-10:
In
dia
n H
ote
l In
du
stry
– T
wel
ve
Oth
er C
itie
s: P
aym
ent
Met
ho
ds
Page 55
Pay
men
t M
etho
ds U
sed A
hm'b
adB
huba
nesw
arIn
dore
Koc
hiK
otta
yam
Mys
ore
Shi
mla
Thir
uv'p
uram
Uda
ipur
Vado
dara
CO
MP
OS
ITIO
N
Five
-
Sta
r,Fou
r-
Sta
r &
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ee-
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r
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-Sta
r &
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e-S
tar
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uxe,
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r &
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r-
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r
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tar
&
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r &
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r-S
tar
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tar
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r &
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r
Num
ber
of R
espo
nses
35
49
116
1011
55
64
96
Cas
h S
ales
36.0
%33
.5%
11.0
%38
.6%
41.4
%18
.2%
34.9
%24
.6%
49.4
%42
.0%
41.7
%63
.3%
59.4
%27
.0%
Cre
dit C
ard
Sal
es31
.7
40.3
43.0
34.0
41.4
26.2
34.7
37.3
33.2
36.6
19.8
25.5
23.7
34.5
Cre
dit S
ales
(O
ther
Tha
n C
ards
)27
.3
22.7
42.5
23.8
14.1
53.7
25.9
30.0
14.0
18.4
12.2
7.5
10.2
32.3
Elec
tron
ic F
und
Tran
sfer
5.0
3.5
3.5
3.7
3.2
2.0
4.5
8.2
3.4
3.0
26.3
3.8
6.7
6.2
Tota
l10
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0
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sed
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bane
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MP
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ITIO
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r-
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r &
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-Sta
r
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-
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r,Thr
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r &
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o-
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r
Num
ber
of R
espo
nses
55
38
105
1011
55
64
74
Am
eric
an E
xpre
ss14
.3%
9.8%
25.7
%7.
5%2.
8%15
.8%
8.1%
8.1%
11.4
%7.
4%1.
7%7.
0%21
.1%
10.5
%D
iner
s cl
ub-
1.8
0.7
2.8
0.6
1.0
1.6
1.2
1.0
4.0
3.3
1.3
-6.
3M
aste
rcar
d/Eu
roca
rd48
.3
29.6
32.7
41.4
37.8
45.6
29.7
35.9
36.9
31.0
42.0
32.5
40.7
29.5
Vis
a34
.4
43.0
38.0
41.5
47.6
37.6
60.2
50.2
44.6
53.8
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In
dia
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l In
du
stry
– T
wel
ve
Oth
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s: T
ech
no
log
y
Page 56
Tech
nolo
gy in
Hot
els
- Per
cent
age
of H
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Each
Tec
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