Leading a new era of Fortune

The journey of Fortune Hotels began in 1995 with special focus on the mid-to-upscale market and quickly established itself as a top choice for business travellers. Renowned for exceptional quality and reliability, the brand initially focussed on business accommodations, reflecting the ITC brand. Today, with 69 alliances across 59 cities in India including Nepal, 40 per cent of Fortune Hotels’ portfolio rests in the leisure destinations, be it their hill properties, beach resorts or pilgrimage sites. The hotel chain aims to achieve a 50:50 split between business and leisure properties by FY 2025-26.

Elaborating on the expansion plans, Samir MC, Managing Director, Fortune Hotels, says, “We have ventured into both familiar and unconventional locations, offering high-quality experiences for a diverse range of travellers. The milestone of 50-plus operating hotels earlier this year is significant, but our focus is on sustainable and long-term growth. In the past 15-18 months, we added 13 new hotels, including five in FY 24-25, averaging nearly one new property every month. As we continue to expand, our commitment to the Fortune Advantage remains unwavering. Our international debut in Nepal with the opening of Fortune Resort & Wellness Spa Bhaktapur marks a pivotal step in our strategy to broaden our presence in South Asia and beyond.”

Fortune Resort Heevan, Srinagar

Shaping culture and driving business performance

The leadership team at Fortune Hotels is instrumental in shaping its culture and driving business performance, deeply influenced by the ITC group’s legacy. “Our strength lies in our roots – an Indian legacy that guides us to offer contemporary, personalised service and uphold the ITC philosophy of Responsible Hospitality,” says Samir, adding the leaders are dedicated to nurturing a culture of growth, innovation and excellence.  

Empowering the teams and fostering a collaborative environment where every idea is valued is crucial at Fortune. “We motivate each member to contribute to our success and stay true to the core values – commitment to quality, sustainability and guest satisfaction. These values drive our operational excellence and revenue growth. We build strong, symbiotic relationships with stakeholders, including hotel owners and employees. Our leadership isn’t just about direction; it’s about creating a sense of ownership and responsibility. By focussing on adaptability and forward-thinking, we ensure Fortune Hotels remains at the forefront of the industry,” he notes.  

Fortune Beach Resort, ECR Chennai

Expansions and new openings  

The brand is poised for significant expansion, with 16 new properties set to open by FY 2026-27. This year, there are plans for new hotels and resorts in popular leisure spots like Rishikesh, Jim Corbett, Puri, Bhimtal and Kerala as well as emerging urban centres such as Siliguri, Gorakhpur, Kanpur and Ranchi. “Our selection criteria focus on convenience and strategic positioning. We prioritise state capitals, major towns and smaller metros, while also seeking unique and untapped destinations where we can introduce the Fortune brand as a first mover. We aim to be where the customer is. By targetting unexplored areas, we address the growing demand for quality accommodations and position ourselves in emerging markets with high potential,” says he.

International expansion

This year marks a significant milestone for Fortune Hotels with the opening of its first international property, Fortune Resort & Wellness Spa in Kathmandu. The decision to enter Nepal was influenced by several factors, aligning with Fortune’s strategic vision. “We chose the country for its similarities to India in market dynamics and cultural heritage. The strong bilateral relations and the region’s immense leisure potential made it an ideal choice for our international debut. Bhaktapur was selected for its untapped potential, strategic location and access to affluent customers and major attractions,” shares the Fortune CEO. As part of the Beyond Borders strategy, the brand is keen to explore other proximal markets and with its entry into Nepal, discussions with potential partners for new locations within the country are now on.  

Fortune Select Grand Ridge, Tirupati

Future in Tier II-IV markets

Rising domestic and international travel, coupled with an expanding middle class, is driving substantial demand for mid-scale accommodations in Tier II-IV cities. “The surge in economic activity in these cities is creating new opportunities for hospitality ventures. While the mid-upscale sector is becoming increasingly competitive, there is still significant room for growth as demand continues to outpace supply,” he notes. Recent international events like the G20 Summit and Cricket World Cup, along with strengthened global partnerships, highlight India’s growing appeal and drive accommodation demand. Additionally, the Government’s focus on infrastructure improvements such as roads, airports and IT parks has enhanced connectivity and urban development, further fuelling this trend. “As these emerging markets continue to evolve, they present promising prospects for expansion in the hospitality sector,” he opines.

Strong brand identity

Fortune Hotels’ strategy for sustaining a robust brand identity revolves around customising offerings to meet diverse market needs, ensuring consistent service quality and innovating to stay ahead of industry trends. This approach has helped it stand out in a competitive market and foster a loyal customer base. Recent guest surveys have highlighted the exceptional cuisine as a major draw. “Our focus on guest satisfaction, people skills and employee engagement is central to our success. Positive guest reviews, high employee sentiment scores, and a strong net promoter index reflect the goodwill and trust Fortune Hotels has cultivated among its stakeholders,” says Samir.

Balancing competitiveness with profitability

Fortune Hotels employs a dynamic pricing strategy to strike a balance between competitiveness and profitability. By utilising real-time pricing adjustments, the brand can respond swiftly to various demand factors such as local market trends, city wide events, peak dates, hotel occupancy levels and corporate activity. “Our approach ensures we remain competitive while optimising profitability. We continuously adjust room rates based on current market conditions and demand fluctuations, focussing on revenue generation through our owned channels. This strategic flexibility allows us to maximise revenue and enhance our bottom line effectively,” he shares.

Fortune Park, Aligarh

The critical factors for any hotel which should be considered are:

Market demand  

Under this comes the day of the week strategy, the time period the hotel is in (seasonality) and the lead time of that specific hotel. Each segment has their own lead time and thus plays a crucial part in maximising the revenues.

Competitive pricing  

Each hotel has to take into account how the competition is priced on each day of the week compared to us and how can we drive the right mix of the volume and price from that thus maximising the revenue and improving the profitability

Data analysis  

This plays an important role in ensuring that all the decisions that the hotel will take whether to increase the price or decrease the price is based on the data. Here the important factors are segmentation, a hotel who has a better control over the segmentation will yield the best compared to others.

Fortune Resort and Wellness Spa, Bhaktapur, Nepal

Exploring additional revenue streams  

Fortune Hotels goes beyond traditional room revenue by diversifying into various streams such as F&B, events, MICE and wellness services. F&B is a cornerstone of the strategy, with standout brands like Zodiac, the all-day diner; Neptune, a chic bar and Rainbow, an all-vegetarian restaurant. Award-winning outlets such as Earthen Oven and Nakshatra further enhance the culinary reputation. “Our diverse F&B offerings are a significant revenue drivers and strengthen our market presence. We also leverage our properties for MICE, events and weddings. Our venues, located in key business hubs like Gurugram and Amritsar and destinations such as Goa and Mussoorie, cater to both corporate and leisure markets. The rising demand for destination weddings has been particularly profitable, thanks to our comprehensive packages that include venues, catering, and event management,” notes Samir.

Outdoor Catering (ODC) remains a strong focus, especially in Tier II and III markets, where local demand is substantial. Each hotel tailors its revenue strategy based on its unique market dynamics, whether by emphasising retail segments, contracted business or group events. “Our goal is to fully monetise our assets and enhance guest experiences through a range of services,” he adds. This includes leveraging guest-facing areas such as spas, lobby lounges, boardrooms, gyms and pools. These diversified streams not only boost profitability but also position the brand as a preferred choice for both business and leisure travellers.

Talent pool  

Fortune Hotels, rooted in the ITC brand’s people-centric philosophy, prioritises attracting, developing and retaining top talent to drive operations in the competitive hospitality industry. To attract talent, it builds a strong employer brand that aligns with the core values of service, integrity and excellence. “We engage potential employees through partnerships with leading hospitality institutes, participation in industry events and active use of digital platforms. Our reputation for a positive work environment and commitment to career growth makes us a top choice for hospitality professionals,” he says.

The focus is on creating a supportive and growth-oriented workplace. Fortune Hotels invests in its employees through targetted training programmes and opportunities for advancement, ensuring they have the tools to reach their full potential. “We place significant emphasis on leveraging local talent and regional expertise. With over 60 per cent of our employees being local, we benefit from their insights and cultural understanding, which enrich our guest experiences and support community engagement. Local talent provides invaluable knowledge that enhances our services and connects us with the communities we serve,” the CEO adds.

Continuous development and growth  

As Fortune Hotels pursues aggressive expansion, continuous team development is crucial to its success. A comprehensive suite of initiatives has been implemented to nurture and advance the employees, ensuring they have clear career paths within the organisation. “Our talent management strategy is integral to our business approach. Driving superior performance by attracting, retaining, and developing employees is central to our success,” says Samir.

Under its Fortune Falcon initiative, the brand provides tailored training and development programmes, equipping team members with latest industry knowledge and essential leadership skills. This programme fosters a culture of continuous learning and personal growth, supports internal mobility and ensures a strong leadership pipeline. “We place significant emphasis on recognising and rewarding excellence through programmes like F-ACE (Fortune Acknowledging & Celebrating Excellence) and Fortune Flier. These celebrate achievements, keeping our team motivated and valued,” he shares. Work-life balance and employee well-being are also key priorities. Fortune Hotels’ initiatives support holistic employee fulfilment, contributing to a positive work environment.  

Diversity and inclusion are foundational to Fortune’s workplace culture. “We are committed to fostering an inclusive environment where every team member’s unique perspectives are valued. This diversity enhances our ability to serve our varied clientele effectively. In the hospitality industry, where service quality is paramount, talent management is essential. Our dedication to employee growth and development ensures we deliver exceptional guest experiences and embody our motto of ‘WOW at every moment of truth’. We will continue to invest in our people, recognising that their success is key to our overall achievement,” he opines.

Fortune Park, Palampur

Key sustainability practices  

Sustainability is a core aspect of Fortune Hotels’ operational strategies, reflecting the broader commitment of ITC Hotels. It is deeply integrated into daily operations rather than being a superficial add-on. Key initiatives include the implementation of energy-efficient systems, water-saving measures and comprehensive waste management programmes that prioritise recycling. The hotels are committed to a 100 per cent single-use plastic-free experience, utilising glass water bottles in rooms, restaurants and banquets to reduce the carbon footprint.

Environmental initiatives also include the use of renewable energy, linen reuse, and water conservation. These efforts align with the broader goal of operating more responsibly and sustainably. Fortune Hotels also emphasises collaboration with local communities by sourcing ingredients and entry-level talent locally. This approach supports local economies and further minimises the carbon footprint. “These sustainability practices are integral to the brand’s values and operational strategies. By incorporating these practices into daily operations, Fortune Hotels ensures that exceptional guest experiences are achieved while preserving the environment. This commitment to sustainability is part of a broader vision for responsible growth and operational excellence,” he shares.

Fortune Walkaway Mall, Haldwani

Opportunities in new markets

Entering new markets, both nationally and internationally, presents Fortune Hotels with a blend of opportunities and challenges. The diversity in cultures, languages, cuisines and traditions requires a nuanced approach. Adapting to these varying regional characteristics involves tailoring offerings and operations to meet local preferences, thus enhancing the guest experience.

“One key challenge is the need for cultural adaptation, as each region brings its own unique set of customs and expectations. This necessitates flexibility in how services are delivered and how operations are managed. Establishing strong local partnerships is also crucial, as it helps in integrating into new markets effectively. Despite these challenges, such diversity offers significant opportunities. By incorporating regional elements into its services, Fortune Hotels can create distinctive and memorable experiences for guests. This approach not only meets the specific needs of each market but also enriches the brand, allowing for the introduction of regional innovations in other areas,” says Samir. To navigate these complexities, Fortune Hotels relies on a deep understanding of local markets and a commitment to innovation. Leveraging extensive experience while remaining adaptable ensures successful integration into new markets, all while maintaining the high standards that the brand is known for.

Strategic goals and vision  

Looking ahead to the next decade, Fortune Hotels envisions achieving global recognition within the midmarket to upscale hospitality segment. “The brand’s strategy involves a three-pronged approach: driving brand preference through operational excellence, nurturing talent through proactive management, and delivering robust performance through an effective distribution system and strong sales and marketing efforts. This approach is designed to propel the brand to new milestones and make a significant impact on the Indian and Southeast Asian hospitality landscape,” concludes Samir.

Saurabh Tankha

BW Reporters The author is the Editor at BW HOTELIER.