2024: RHG’S milestone year in India

Under the dynamic and visionary leadership of Nikhil Sharma, the recently appointed Managing Director and Area Senior Vice President for South Asia, Radisson Hotel Group(RHG), has set an ambitious goal– to open a new hotel every 20 days in India this year. This bold initiative reflects the brand’s commitment to expanding its presence in a rapidly growing market, while also enhancing the guest experience.

RHG, formerly Carlson Rezidor, was one of the first international hotel groups to enter India and has seen consistent growth ever since. With over 25 years of legacy in South Asia, RHG is not just looking to increase its footprint but to redefine what hospitality means in the region. By focussing on innovation, sustainability and authentic local experiences, the Group is poised to meet the diverse requirements of modern travellers.

Envisioning the future
Leadership transitions at RHG bring fresh perspectives, paving the way for innovation in India. “I firmly believe in trust and transparency as essentials for building strong teams,” states the new Managing Director. His focus is on empowering teams while aligning with Radisson’s Yes I Can! service philosophy.

In the short term, RHG aims to enhance accessibility for Indian travellers by capitalising on growth opportunities in Tier I, II and III cities. Digital solutions like online check-in and real-time communication will improve operational efficiency. Looking ahead, he emphasises on sustainability: “Our goal is to achieve net-zero environmental impact by 2050, creating value for all stakeholders.”

As an active learner, he believes growth happens “when we step outside our comfort zones.” In his early months, Sharma has prioritised understanding the brand and building relationships with partners, communities and employees. He also views change as an opportunity to evolve in the fast-paced hospitality industry, where guest preferences and technology shift rapidly. “By fostering a culture of innovation and resilience, we can refine our strategies and strengthen our operations,” he asserts.

Aligned with its five-year plan, RHG is committed to continuous evolution, enhancing guest experiences, fostering innovation, and addressing employee expectations while reinforcing its sustainability efforts through eco-friendly practices, setting new benchmarks for excellence in the industry.

Radisson Resort Hatgad, Saputara

Strategic growth in South Asia
The Group’s responsiveness to evolving guest needs is central to its expansion strategy, allowing it to cater to both luxury and mid-market segments across India. With nine distinct brands– including Radisson Collection, Radisson Blu and Radisson RED–RHG offers tailored experiences that resonate with diverse market preferences. As the fastest-growing upscale brand in South Asia, Radisson has significantly expanded its footprint. “Our flexibility allows us to tap into emerging markets, where we often stand as the only internationally branded hotel,” says Sharma, highlighting recent entries in Jawai, Sagar, Yavatmal, Ooty and Calicut.

His strategy emphasises on curated, personalised offerings and ensures properties are within a four-hour drive for travellers, aligning with the growing interest in domestic travel and enhancing the Group’s competitive position in the industry.

Investment dynamic in India's hospitality arena
According to the JLL Hotel Investment Trends report, hotel investments in India soared to an impressive US$93 million in the first half of 2024. “The hospitality sector in India is experiencing a golden era, driven by strong demand and enhanced infrastructure,” says Sharma, noting the rising interest from real estate companies that opens new avenues for growth.

RHG is actively pursuing partnerships to enter new markets and offer unique experiences. He highlights how Government initiatives promoting domestic travel are making Tier II and III cities increasingly attractive for investments. “Our strategy focusses on diversifying hospitality offerings and integrating hotels into mixed-use developments, boosting project performance while aligning with the trend of combining real estate and hospitality, " he explains.

Radisson Blu, Nashik

Halfway through 2024
India remains a pivotal market for RHG’s growth strategy, with the first half of 2024 marking a remarkable period – 25 new hotels signed and opened nationwide. This expansion spans both metropolitan hubs and Tier II-III cities, highlighting RHG’s commitment to meeting rising domestic demand.

To adapt to evolving traveller preferences, the Group has diversified its portfolio with new brands like Radisson Collection and Park Inn & Suites by Radisson. “We’re excited about our expansion into locations such as Kasauli, Nathdwara, Chennai, Raipur, Siliguri and Sonipat. Our ventures into Kumbhalgarh, Saputara and Gopalpur demonstrate our dedication to unique experiences that align with emerging trends,” says Sharma.

The luxury segment has also progressed, featuring the signing of Radisson Collection in Udaipur and the launch of the Radisson Collection Hotel & Spa, Riverfront Srinagar. Notably, India’s first cricket stadium hotel has been designed for sports enthusiasts and business travellers alike. “Looking ahead, I’m confident that we are well-positioned for continued success in India’s dynamic hospitality landscape,” adds Sharma.

Namah Resort Jim Corbett, a member of Radisson individuals

Expansion strategy
The Group is on an ambitious journey to open a new hotel every 20 days in India this year, reflecting both market confidence and team dedication. “India’s diverse landscape requires a flexible approach, and our brand portfolio caters to a wide range of travel preferences – from luxury seekers to business travellers and adventurers. Our expansion strategy is built on three key pillars: agility in our business model, a strong focus on partnerships and an unwavering commitment to quality and operational excellence,” says Sharma.

He takes particular pride in signing 10 hotels in just four days, highlighting the Group’s strong relationships with developers and local stakeholders. “These connections are vital for identifying ideal locations and ensuring each property meets RHG’s high standards. We are also focussing on Tier II and III cities, where demand is growing as travellers explore India’s hidden gems. With immense potential in these markets and the strength of our local partnerships, I’m excited about the road ahead. 2024 will be a landmark year for Radisson Hotel Group in India!”

Expansion in tier II and III cities
According to a JLL report, 83 per cent of the 19,442 keys signed in the first half of 2024 are in Tier II-III cities. On RHG’s approach to expansion, Sharma states, “India’s travel landscape is rapidly evolving, and we are proud to be at the forefront of this transformation by strategically expanding in Tier I, II and III cities. With 50 per cent of our portfolio already in these markets, we leverage our first-mover advantage to meet the increasing demand from travellers seeking destinations beyond traditional hubs. Recent signings in Raipur, Sonipat, Gopalpur and Saputara, along with expansions into spiritual and leisure destinations like Vrindavan, Munnar and Kevadia, exemplify our commitment to these high-potential regions.”

The strategy focusses on understanding the diverse needs of domestic travellers – whether for leisure, spiritual, family or business. To support this, RHG has introduced brands like Park Inn & Suites and Radisson Individual Retreats, tailored to the Indian market. “We aim to ensure our hotels are within a four- hour drive and are working towards reducing this to two hours by further expanding into TierIII and IV cities,” he adds.

Radisson Blu Resort, Kumbhalgarh

Opportunities in Pilgrimage tourism
RHG has keenly recognised the rise of pilgrimage tourism, positioning itself early in spiritual destinations like Varanasi, Katra, Nathdwara and Amritsar. With nearly half of its portfolio in these regions, RHG leverages its first-mover advantage effectively. “Our hotels in pilgrimage sites, such as Park Inn by Radisson Ayodhya, enjoy strong occupancy year-round,” Sharma notes, highlighting plans for new properties in Ujjain and Vrindavan, aiming to introduce the first branded hotels in these key locations. Supported by the Indian Government’s infrastructure initiatives, RHG focusses on enhancing access to sacred sites and delivering immersive experiences. As the Group expands, it aims to foster authentic connections with guests while contributing to local communities through job creation and sustainable tourism practices.

Leveraging f&b business
F&B is becoming essential for RHG, especially in culturally rich India, where culinary diversity is crucial for meeting varied consumer preferences. With nearly 300 F&B outlets, the Group significantly boosts hotel revenue, with F&B accounting for 40-60 per cent in many properties. “Our diverse offerings reflect our commitment to culinary excellence,” says Sharma, highlighting concepts like The Great Kabab Factory and the new Meetha by Radisson, featuring curated Indian sweets. The Group is also exploring partnerships with brands like Farzi Café and introducing global concepts such as ISSEI to enhance F&B diversity.

As RHG navigates the evolving F&B landscape, the focus remains on staying ahead of trends, elevating guest satisfaction and strengthening market position. With the festive season approaching, hotel bookings are rising in leisure hotspots like Rajasthan, Himachal Pradesh, Goa and J&K, driven by domestic tourism seeking premium experiences. “Leisure travel is a key growth driver, and we’re confident this momentum will translate into higher occupancy rates and RevPAR, reinforcing our commitment to exceptional guest experiences,” Sharma adds.

Radisson Collection, Srinagar

Lucrative wedding market
Weddings have become a vital growth driver for RHG, particularly as rising disposable incomes and a desire for personalised celebrations fuel demand in Tier II and III cities. Destinations like Karjat, Udaipur, Lonavala, Mahabalipuram and Alibaug are emerging within the Group’s resort portfolio.

To cater to this evolving market, RHG is launching a dedicated wedding concept across its hotels, providing a one-stop destination experience for couples. “Whether for a traditional celebration or a unique event, we are committed to delivering exceptional weddings that reflect each couple’s preferences,” says Sharma. He adds that ongoing expansion and new signings will enhance their ability to provide memorable and bespoke wedding experiences, ensuring each celebration is as unique as the couple it honours.

Guest experience and operational efficiency
Innovation drives the strategy to enhance guest experiences and operational efficiency at RHG. Central to this is Radisson+, a programme that gives guests seamless control over their stays with features like online check-in, self-service kiosks and instant messaging. “We’ve prioritised convenience and personalisation,” says Sharma, emphasising on the flexibility offered at every touchpoint.

The Group is also upgrading its website and app, now available in about 30 languages, including Hindi, to cater to diverse audiences. “This initiative reflects our dedication to making the guest journey effortless,” he adds. Alongside guest-facing technology, RHG is investing in operational tools like digital keys and automated room controls, which enhance safety and stream line staff operations. As the Group expands into Tier II and III cities, these innovations are crucial for maintaining high service standards and delivering exceptional experiences.

Radisson Blu Resort, Kumbhalgarh

Diversity and inclusion
The MD and Area Senior VP, South Asia at RHG emphasises that diversity and inclusion are vital to their success, particularly in empowering women in leadership. “Our global Gender Diversity Target aims for 50 per cent female representation by 2030,” he states, highlighting initiatives like the Spotlight Programme, which pairs top female talent with sponsors to boost their growth and visibility. Recently launched, this programme is already driving significant change.

The Accelerate Programme fast-tracks high-potential department heads into General Manager roles, with 50 per cent of participants being women. Additionally, the Radisson Lady Pioneers programme recognises female leaders who challenge the status quo. Together with mentorship initiatives and leadership development through Radisson Academy, these efforts are fostering an inclusive culture where everyone can thrive.

Extended stays and serviced apartment offerings
The rising demand for extended stays and serviced apartments highlights a shift in traveller preferences toward flexible, home-like accommodations. “At RHG, we recognise this trend and its value to the hospitality sector, but at present, there are no plans to expand into this segment,” says Sharma.

Instead, the focus remains on enhancing core hotel offerings and exploring other growth opportunities that align with their strategic vision. The market will be monitored for developments, with plans to reassess as the landscape evolves. Throughout this dynamic process, the commitment to delivering exceptional guest experiences will continue to guide their decision-making.