Reimagining the Future

Crisis has always been the defining moment in the journey of a brand or industry. It is also the time when we see the biggest shifts in market leadership and customer behavior. New revenue drivers, markets and business propositions arise to fill the void created by existing business models. COVID-19 crisis has been unprecedented and incomparable to any past experience; however, it does bring upon a unique set of learnings and opportunities for the hospitality industry that will continue to shape the industry for a better and more sustainable future.

As the impact of COVID-19 lessens and demand increases, business driven domestic markets will be the first to bounce back. Given that international travel is likely to have slow recovery, domestic demand in leisure centers like Goa, Kerala, Shimla, Mussoorie, Manali will flourish. Hospitality players that have sizeable domestic footprint, particularly in tier II and tier III cities, will be able to cater to this demand when it comes. Fortunately, with the next travel season atleast 6-8 months away, there is some time for businesses to recalibrate strategies.

We at Radisson Hotel Group, have spent a lot of time in the past weeks to build a robust recovery plan. Placing safety and hygiene measures at the center, we have conducted a comprehensive exercise to roll out commercial uplift initiatives while also strongly leveraging our India Unification strategy deploys resources in an optimal manner through a network-wide clustering exercise. We are reinventing touchpoints like concierge services that will evolve into bespoke offers including cuisine, lifestyle to long term car parking solutions. We are also fast-tracking our Focus 40 plan which we believe is well positioned to help our business tide over these times. 

We believe integrated technology experience will be the face of hospitality going forward as guests will avoid using hands for any access control. It will also play a vital role in the growth of the MICE sector as hybrid events i.e. a mix of live and virtual components will gain popularity. Despite the uncertain environment that surrounds us, there is no reason to think that in-person meetings will cease to exist. These two areas have always been key focal points for our strategy, and we will continue to invest in research and development as we prepare to exceed customer expectations when they begin to come back. 

Guest loyalty is another critical component of our recovery efforts. We have found unique ways to extend our Yes I Can! service proposition to guests while they continue to stay at home. With our recently launched #RadissonCares initiative, we leveraged our expertise across a range of service areas to help make a positive difference in the lives of our guests. The campaign was rolled out in five phases and brought together tips and insights in the areas of housekeeping, food and beverage, elderly care, and health and wellness from our well regarded and globally recognized service professionals. In another initiative under the umbrella theme of #RadissonCares, several of our 94 operating hotels in India came together to light up their facades in creative displays such as heart shapes, letters L-O-V-E and face masks. These initiatives have helped us stay close to our guests and deliver our brand promise in times when they cannot stay or dine with us.

Hospitality is so much more than a business. At its core lies the art of service, dedication to others, and the quest for purpose driven engagement. Our partners and owners at Radisson Hotel Group have presented themselves as shining examples of the contribution they are making to their communities in need. Together with our partners and their foundations and/or enterprises, Radisson Hotel Group family has served approximately 45 lac beneficiaries including medical professionals, essential service workers, underprivileged and other sections of society in need. Our colleagues across various hotels took on a new mantle of emergency first responders in many instances. I am particularly proud of our team at Park Inn by Radisson Amritsar who stepped forward to take up voluntarily guest service when the hotel was converted into a quarantine facility. 

It is no secret that the hospitality industry has been the worst hit as travel and tourism comes to a complete standstill. The Hotel Association of India has said that if immediate measures are not taken to support the sector, about four crore people may lose their jobs and the sector may witness a revenue fall of about Rs 5 lakh crore in financial year 2020-21. It is imperative for the government to take immediate measures for survival of the industry that generates 9 per cent employment for the country and accounts for an equivalent percentage of the country’s GDP. We are routinely engaging with the government, industry bodies and fellow industry leaders at the highest levels to support the nation in its battle against the deadly disease and to advocate for relief measures for the hospitality industry. 

As businesses innovate and reinvent themselves to face a new world, they need to address the fundamental question of survival in the short term. For industry leaders, this means reinventing ways of working, reengineering business revenue models and reallocating priorities in an extremely fluid environment. Those who survive the onslaught would do so with their past wisdom, trust of owners and investors, and loyalty of guests. The need for priortising the safety of every employee and guest cannot be overstated. Equally important is the need to address these areas with speed, innovative thinking and value-driven mindset. As the situation unfolds and we inch towards the day when we can open the doors for our guests again, I am positive that the industry will come back stronger, with sharper focus and new delightful experiences.