A firm believer of the Marriott ethos that associates are the biggest assets, Chandrashekhar Joshi, GM, JW Marriott Mussoorie Walnut Groove Resort and Spa, believes that the key to success is in keeping the team happy
BY B. ROMA
How has your journey been in this industry?
I graduated from IHM Pusa, New Delhi and started my career in 2001 with Le Meridien Pune in F&B. In 2004, I moved to Mumbai to join the Renaissance Mumbai Convention Centre Hotel. Being curious by nature, I gained exposure and experience in the workings of various departments and ventured into the exciting world of sales and marketing in 2007 and enjoyed my assignments as director of sales at JW Marriott Juhu, Mumbai and subsequently at the Courtyard by Marriott, Mumbai International Airport. The dynamic market and fierce competition were truly my biggest inspirations
and then I took on a more challenging role at the Courtyard by Marriott Mumbai International Airport as the director of operations. The experiences along the way, the people I worked with and admired have moulded me for this role as the GM of the first JW Marriott Resort in the country.
What have been some of the important lessons that you have learnt from your experiences?
The one thing that I would like to share with my peers and those who join the industry is that success is never final. Being on top of your game is not a place but a constant process to prove yourself every day. Also, considering the nature of our business, it is imperative for us to seek feedback and take them constructively. I believe very strongly that feedbacks help us introspect and constantly improve ourselves — both personally and professionally.
When did you take charge of this property? What are the changes that you have initiated as the GM?
I moved to Mussoorie in April 2014 to launch the property. We had one of the shortest hotel opening phases as we launched the resort in October 2014. It has been the most challenging phase of my career. As a leader, besides recruiting the team, one needs to ensure that all systems and processes are in place. Being the first JW resort of the country, it was imperative for us to ensure that the hotel is positioned correctly and we reach out to the right clientele. It’s truly been a gratifying experience and nothing less than a roller coaster ride. As a GM, I truly believe that taking care of your guests and your people lies in the heart of all the decisions that you might make.
What is the best part of being a general manager?
Many would assume that one’s interaction with associates would be become far and few once you become a GM. On the contrary, I feel much closer to them and know them better. Being a mentor and helping them achieve their goals is the best part of the job, as it is these associates who are at the frontline interacting with guests and delivering the exceptional service that we are truly known for and proud of.
How do you keep the morale of the team running high and motivate them?
At Marriott, our ethos is that our associates are the most important asset and we have to take care of them. If they are well taken care of, they will be excellent at their jobs and this will ensure that our business is successful. I have worked at instilling a sense of pride and belonging towards this resort. It is our responsibility collectively to make this the best family-style resort in North India. Our HR team along with me, diligently makes an effort to organise weekly catch-up with associates over coffee, monthly Town Hall and rewards and recognition’s to keep the morale high. Whilst anticipating guest preferences is part of the job, we have rolled out a new initiative at the resort called ‘Meri Anokhi Kahani’ to reward those who go beyond their call of duty to address a guest’s concerns. The winners are chosen on a daily, weekly, monthly and annual
basis and the prizes that we give range from cash and restaurant dining vouchers to an all-expense paid international trip.
What are the challenges that you face?
As our resort is situated in a remote location, we do face hindrances related to procurement and attracting
the right talent. Having mentioned that, I must admit that Marriott’s inclusive culture and vast talent pool have helped us bridge the gaps.
Share some of your guest experiences.
Since the hotel’s opening, we have received excellent feedback from all our guests. At Marriott, guest satisfaction is a priority second to none and we have a very strong and competitive internal satisfaction survey and the resort leads the way for all JW Marriott properties in APAC region by being ranked number one in guest satisfaction score. We are also ranked number one on Trip Advisor. The team’s endeavour is to delight every guest who stays with us.
What are the revenue-enhancing strategies that you have adopted/introduced at the property?
Whilst opening the resort, it was important for us to position ourselves right as we wanted to be the premier family-style resort in North India. With our aggressive marketing efforts, I can confidently say that we are moving in the right direction. As resorts truly define a brand, it becomes essential that we drive a premium in terms of pricing. As an effort to accomplish the same, we have conceptualized some very interesting room packages which are selling across all our channels. The idea is to deliver value for money, yet drive the premium which is backed by exceptional
experience that the team delivers. It is critical to price our weekends right and our revenue team keeps a very close watch on that. Competition reviews in terms of pricing are done on a weekly basis to ensure that we are priced in line with other resorts of similar nature. Interesting F&B/recreation concepts such as Breakfast by the stream, Farm Lunches, Nature Treks et al have been well received and see a lot of traction. These activities help us drive a lot of incremental revenue. I am pleased to share that within nine months of opening, our resort is the highest average rate driving property amongst the Marriott India portfolio. We look forward to holding our top spot by constantly infusing new concepts both for rooms and F&B, which will keep our guests interested and wanting to come back.
What according to you is the most important thing for success in the industry?
For me, the desire to excel in what one does stands out as one of the key attributes one requires to be successful in this ever-evolving industry. This quality truly defines and differentiates you from the rest.
