What are the specific changes that you have implemented at the hotel since you took over as the GM?
Situated on Willingdon Island with a magnificent view of Cochin harbour, our hotel is a fine balance between yesterday and tomorrow, creating a rejuvenated and stylish experience, offering highly energetic and sophisticated getaways. We have cleaned up an island, which is now being offered as the only destination island in southern India. Pearl Island, an exclusive and idyllic private destination designed for the occasion and tucked away from the mainland, is also a natural hideaway offering expansive views across the backwaters, stunning sunsets and views of dolphins. The natural beauty of the island is mesmerising. With a barbecue on the yacht, one can view the stunning sunsets and the moonrise along with an unlimited barbecue and non-alcoholic sparkling wines as you sail the seas, serenaded by seabirds and dolphins. The Taj Cinnamon coast brings alive a bespoke experience that takes you down memory lane to make you feel like you’re floating on a magic carpet through the stunning Malabar coastline.
Whatare some of the key challenges that you faced, and how did you overcome them?
My biggest challenge as a general manager was to ensure adequate returns and increase the
asset value.
The city witnessed an addition of about 900 keys in the branded segment in the last two years and is poised to add another 200 keys by mid-2015. This adds up to a total inventory of about 1,700 keys by the end of the year, which points to a whopping 233% growth. With a relatively high inventory of five-star hotel rooms in the city, the off-peak season is under pressure with 45% occupancy and lower rates, and is further expected to decline in the short term. The market is around 650 keys with no signs of increase except for pockets across seasons and niche hotels that do not depend on weekend leisure but rather, a high recall value and superior product quality, as seen at Vivanta by Taj – Malabar, Cochin.
Apart from the exclusive service designs, the hotel worked on a differential pricing strategy, smart pricing focused on top contributors, high demand categories and dynamic yield management resulting in a 221% industry sub market RevPAR index in south India (exclusive of Bengaluru). We had a parallel focus on creating benchmarks item-wise, B2B procurement; identifying new vendors which lead to a 5% increase in return on asset and a double-digit percentage increase on real estate value realisation year on year.
What are your revenue-enhancing strategies?
We offer the highest price quality relationship with topmost recall positioning through service excellence, smart and differential pricing, and a unique product line.
What is the best part of being a GM?
It has to be the opportunity I get to meet people and make friends across spheres. I nurture these relationships. I am passionate about creating and performing in an environment, where smiles can walk miles. A 3600 engagement allows one to learn and unlearn.
What has been the turning point in your career?
The association with Taj was a turning point as I stepped into the corridors in 2004 as a head of department and grew up the paces as F&B manager at the Taj Residency, Bangalore. I won FHRAI’s best F&B manager award in 2006-07 and followed that with a stint as resident manager at the Taj Exotica Goa. My debut as GM came at the Gateway Hotel, Ernakulam in 2009 and we won the best five star hotel award at the National Tourism Awards in 2010-11.
I also represented the company, CII and IBEF (India Brand Equity Fund) at the World Economic Forum 2006 in Davos, Switzerland. On being selected as an emerging leader for Taj Hotels I was nominated for an executive MBA curriculum at SP Jain Institute of Management & Research (SPJIMR) and obtained my certification in 2009.
I also learned the nuances of wines and spirits, being a member of Indian Hotels’ wine committee.
What is the one training you impart to your team?
Attitude, not aptitude, determines altitude. Let us not become a wandering generality but rather be meaningful and specific, with the right frame of mind and hunger to succeed, surpass and create benchmarks.
Who are the most important guests you have had?
The hotel in the recent past has hosted heads of state like former Prime Minister, Dr Manmohan Singh, Prince Charles & Camilla, The Duchess of Cornwall, Prince and Princess of Kent as well as Dr Amartya Sen. We also hosted and were blessed by His Holiness the Dalai Lama.
What is the biggest industry change you’ve seen?
The early days were significantly different from what we witness now. Hotel management was nascent with a handful of hotels. Premium jobs were exclusive. The biggest difference is the employee engagement we see today.
