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IHCL boasts a diverse portfolio of 340 hotels, including 112 under development across four continents and 13 countries, spanning over 130 locations. The brands including Taj, SeleQtions, Tree of Life, Vivanta, Gateway and Ginger cater to a wide range of customer segments. In India, as the demographics evolve, so does the demand for varied hospitality experiences. “We are committed to expanding our footprint in metro cities while also enhancing leisure itineraries and spiritual circuits. Additionally, we aim to penetrate Tier II and Tier III cities. Our offerings range from large-format city hotels and beach resorts to boutique accommodations and rapidly growing mid-scale options, addressing both leisure and business requirements,” shares Suma Venkatesh, Executive Vice President, Real Estate & Development, IHCL.
For international growth, IHCL is targetting markets with strong brand recognition and a significant Indian diaspora, including Southeast Asia, the Middle East, the UK and continental Europe. “Reflective of the same, our international pipeline has hotel openings in the Indian Subcontinent, including Bhutan, Nepal and Dhaka as well as in the Middle East and Germany,” she adds.
IHCL has made significant progress in the first half of the year, opening 11 hotels, including Ginger properties in Nagpur, Jamshedpur, Udaipur, Coimbatore and Srinagar. New additions include SeleQtions at Mahabaleshwar and Gateway at Bekal, along with a Taj in Patna, a Vivanta in Jamshedpur, and two Tree of Life resorts in Srinagar and Gangtok. Venkatesh emphasises, “This fiscal year has been remarkable, with 34 new signings that reflect a strong response to our reimagined Gateway brand.” She notes that Gateway is set to spotlight emerging destinations, starting with the launch of Gateway Bekal and the transition of existing hotels in Nashik, Coonoor, Madurai and Chikmagalur. “This strategic move aligns with our vision to grow the Gateway portfolio to 100 hotels by 2030,” she adds, highlighting IHCL’s focus on multi-brand development in key markets like Hosur and Chennai ECR.
Expansion Strategy In Tier II and Tier III Cities
Fuelled by rising per capita income and an increasing desire for travel, India’s hospitality sector is experiencing remarkable growth. Travel is shifting from a discretionary expense to an essential part of everyday life, particularly as improved connectivity enhances accessibility. This transformation is driving substantial demand for diverse hospitality formats, especially in emerging Tier II and Tier III cities, which now account for nearly 70 per cent of the industry’s development pipeline.
IHCL has expanded its presence in metro cities like Mumbai and Kolkata while also tapping into Tier II and III markets with openings in Tirupati, Jaisalmer, Nagpur and Ranthambore. This strategy not only brings new destinations, such as North-East India, into the tourism landscape but also caters to a wide range of consumer preferences. Additionally, India’s first branded premium homestay offering, amã Stays & Trails by IHCL, has rapidly scaled to 214 bungalows, highlighting a major growth opportunity in the experiential travel segment.
Development and Positioning Of Brands
As the market matures, brands and products will evolve across various formats. IHCL is committed to exploring expansion opportunities within its brand ecosystem to achieve optimal scale. Having significantly scaled its brands and surpassed growth targets, IHCL is now entering a new growth phase, characterised by the introduction of fresh brands. “The Taj will continue to lead as the iconic luxury brand, while Ginger will cater to both business and leisure travellers with budget-friendly stays. SeleQtions will emphasise on distinct identities for each hotel and Vivanta will offer a contemporary lifestyle experience for modern travellers. The company is also investing in multi-brand developments in key markets,” she says.
This evolving brand architecture is designed to address emerging segments, particularly in experiential leisure travel. IHCL’s recent strategic alliance with Tree of Life resorts underscores its intent to capitalise on opportunities in this space. In addition to launching new brands, IHCL’s growth strategy will leverage existing partnerships to pursue multi-hotel projects in strategically defined locations based on geography and infrastructure development. “With plans for over 25 hotel openings annually in the coming years, IHCL aims to strengthen its leadership in the Indian subcontinent while expanding into select international destinations, including the Middle East and key cities in Continental Europe,” shares Venkatesh.
Integrating Sustainability Into Projects
The growing awareness of tourism’s environmental and social impact necessitates a transformative approach to sustainability within the hospitality industry. “To ensure the sector’s continued growth, our sustainability efforts must extend beyond operational improvements to encompass sustainable development practices from the planning and construction phases,” says Venkatesh. A prime example of this commitment is Taj Wayanad, designed to minimise site disruption while maximising natural lighting through specially crafted skylights. It features non-air-conditioned spaces and utilises natural materials in both its interiors and exteriors. Similarly, the Taj Exotica Resort & Spa in the Andamans was built without cutting down a single tree and is inspired by local Jarawa architecture, featuring thatched roofs and a strict zero-single-use-plastic policy. “Under IHCL’s ESG+ framework, Paathya, we collaborate with eco-conscious partners who prioritise energy efficiency, reduced emissions, and life-cycle management in construction,” she adds.
Decisions for Investment
IHCL’s development strategy combines both capital-light and capital-heavy formats to maximise operating leverage and enhance margins through fee-based growth. “With management contracts and fully fitted operating leases, IHCL can expand its footprint without the significant upfront costs associated with property ownership, allowing us to focus on operational expertise, brand strength, and service delivery,” says Venkatesh. By making select capital investments in emerging markets, IHCL positions itself as a leader in destination development. With a legacy of pioneering destinations like Goa and Kerala, the company is now turning its attention to key tourism locations such as Lakshadweep, where it aims to shape the hospitality landscape.
IHCL has also played a crucial role in opening up North-East India for tourism, establishing a multi-brand presence across
previously uncharted locales. “We are present in five out of seven states in the North-East, with 14 hotels, including five in the pipeline,” she informs. Recent openings include Taj Guras Kutir and a Ginger hotel in Gangtok, as well as a Vivanta in Pakyong. In Arunachal Pradesh, the newly launched Vivanta Tawang will be complemented by a Gateway hotel planned for Itanagar.
Other promising markets like Ekta Nagar, near the Statue of Unity, and Taj CIAL near Cochin International Airport are also on
IHCL’s radar for growth. “To scale new brands like Ginger, which is largely driven by a capital-light model, we selectively invest in flagship properties that serve as benchmarks,” Venkatesh notes, adding the company is also focussed on developing its existing land-bank for amã Stays & Trails in Goa and Kuteeram in Bengaluru.
High-Profile Developments or Investment
One of the recent high-profile developments within IHCL’s brandscape was the launch of its flagship 371-key Ginger Hotel at
Mumbai Airport. This landmark project signifies a pivotal transition in Ginger’s evolution toward larger format hotels. “Having pioneered this category in India, we plan to introduce similar large-format hotels in Bengaluru and Goa, further expanding Ginger’s footprint in metro markets while also venturing into emerging Tier II and Tier III cities. The brand ethos of Ginger embodies a harmonious blend of contrasts, creating reimagined spaces that blur the lines between work and play,” she says.
Partnerships and Collaborations
A key route to growth for IHCL is deepening existing partnerships, which enhances speed and agility in expansion and reflects the trust inherent in collaborations. For instance, its partnership with CG Hospitality has led to the creation of Ekyam, a platform focussed on exploring adventure experiences across the Indian Ocean and Greater Himalayan regions, as well as wildlife escapes. Additionally, the alliance with the Neotia Group has been instrumental in enhancing our presence in East India.
Venkatesh notes, “Collaborating with Tree of Life Resorts allows us to tap into the boutique luxury segment, offering unique,
nature-inspired experiences for our guests.” This strategic move enables us to cater to those seeking bespoke stays in offbeat locations, reinforcing our commitment to delivering exceptional hospitality.
Women Participation in Real Estate
As an Electrical Engineer and a Master’s in Management Studies, Venkatesh brings extensive experience to IHCL with a strong industry pipeline. With over a three-decade career spanning diverse industries, she emphasises, “Women excel in development roles due to their empathy, sensitivity and adaptability to various cultural contexts.” Leading teams with significant female representation has proven highly rewarding as these teams have cultivated relationship capital and trust – key elements in the industry. “The partnerships established for IHCL are well-positioned for long-term success,” she adds, reinforcing the importance of empowering female talent. The Executive Vice President, Real Estate & Development, IHCL was recently honoured with the Celebrating Her Award for Diversity & Inclusion from IIPT at ITB Berlin, which reflects her commitment to promoting these essential values within the industry.
