TAJ GROUP OF HOTELS

INTRODUCTION

• Established in 1903, Taj Hotels Resorts and Palaces is one of Asia's largest and finest group of hotels.

• 61 hotels in 42 locations across India with an additional 16 international hotels in the Maldives, Mauritius, Malaysia, Australia, UK, USA, Bhutan, Sri Lanka, Africa and the Middle East.

Headquarters Mumbai Area, India

Industry Hospitality

Type Public Company

Status Operating

Company Size 18,000 employees

Founded 190

Website http://www.tajhotels.com

Top Schools

Unknown 50%

Delhi Univ. 3%

Median Tenure 29 years

Gender Male 26%

Female 74%

Common Job Titles

Chef 10%

Manager 8%

Sales Manager 4%

Restaurant Manager 4%

Duty Manager

3%

Taj (luxury full-service hotels, resorts and palaces) .

CLASSIFICATION BASED ON SERVICES:

Taj Exotica is our resort and spa brand found in the most exotic and relaxing locales of the world.

TAJ EXOTICA

• Upper Upscale Hotels (full-service hotels and resorts).

• The Gateway Hotel (upscale/mid-market full service hotels and resorts).

• Ginger (economy hotels).

• • ta TAJ GINGER TAJ GATEWAY

Their vision

Says Managing Director, R.K. Krishnakumar, ‘The vision for the Taj Group is for it to be a select chain, present globally. Asian, perhaps in character, but absolutely international in terms of systems and processes and with a strong West European focus. The way forward was to make sure that the entire Taj team is imbued with the missionary zeal to sell the brand.’

HISTORY OF THE COMPANY:

• The Company was incorporated in 1902 and it opened its first hotel, The Taj Mahal Palace & Tower, Mumbai, in 1903.

• From the 1970s to the present day, the Taj Group has played an important role in launching several of India's key tourist destinations, working in close association with the Indian Government.

• In 1974, the Taj Group opened India's first international five star deluxe beach resort, the Fort Aguada Beach Resort in Goa.

• In the 1990s, the Taj Group continued to expand its market coverage in India

• In 2001, the Taj Group took on the contract of Taj Palace Hotel, Dubai, and has established as an up-market hotel in the Middle East region. 

• The Company enhanced its position by entering into a management contract for Umaid Bhawan Palace, Jodhpur in the princely state of Rajasthan in India.

 SCHEME OF

AMALGAMATION• On October 12, 2006, the Board of Directors

of the Company approved the Scheme, under Sections 391 to 394 of the Companies Act

• The amalgamation of Indian Resorts Hotel Limited, Gateway Hotels and Getaway Resorts Limited, Kuteeram Resorts Private Limited, Asia Pacific Hotels Limited, Taj Lands End Limited with the Company.

• There have been a lot of milestones achieved by the company after that.

S.W.O.T ANALYSIS OF HOTEL INDUSTRY

• Strengths –• A manpower cost in the Indian hotel

industry is one of the lowest in the world• .This provides better margins for Indian

hotel industry.• India offers a readymade tourist destination

with the resources it has.• Thus the magnet to pull customers already

exists and has potential grow.

• Weaknesses –• The cost of land in India is high at 50% of

total project cost as against 15% abroad.

• This acts as a major deterrent to the Indian hotel industry.

• The services currently offered by the hotels in India are only limited value added services.

• It is not comparable to the existing world standards.

• Opportunities

• Demand between the national and the inbound tourists can be easily managed due to difference in the period of holidays

• Unique experience in heritage hotels.

• Threats- • Changing trends in the west demand

similar changes in India, which here are difficult to implement due to high project costs.

• The economic conditions of a country have a direct impact on the earnings in hotel industry.

• Lack of training man power in the hotel industry

THE BRAND -THE TAJ GROUP OF HOTELS

• Brands never die. They are meant to live forever.

• However, their luster fades by the imprudent decisions of brand managers who fail to see the future unraveling.

• Brands need to change and adapt to their customers and consumers.

• Rigid brand mangers are the biggest liability to the brand. 

• As the Taj moves into the 21st century it will consolidate its position not only in India but also in other parts of the world moving closure to its vision.

• The Taj has transformed itself repeatedly over the last hundred years because it has always stayed ahead of its time.

• Taj will transform itself once again. This time to go beyond India to establish magnificent hotels in different parts of the world.

Strategy

• Taj conducts, holds and sponsors a number of Exhibitions and Trade fairs which is a driving force for the interest of the consumers.

• Taj is inter-connected and also has tie ups with famous tourism agencies. It believes in providing its best to its consumers.

• It also expands its services as a guide to the tourists and also organizes entertaining activities for them.

Advertising• The identity was developed after extensive research

on the consumer’s attitudes towards the Taj

• Over 60 in-depth interviews were conducted by client and agency.

• The parameters? Not quantity, but quality. The things done right. The quality of check-in, the smile, the greeting or the welcome drink.

• The insights gathered were analysed and a clear slot, which the Taj could occupy when global competition arrived, emerged.

• This was translated into creating a distinct personality of the Taj as caring, efficient and enigmatic.

• The line went: ‘She is the Taj,’ The base line was ‘Nobody cares as much.’

A few good ads by taj

Positioning

• The Taj marked out three separate entities for the Taj Group:

• Business

• Leisure

• Luxury.

• When we talk about the positioning of the brand “taj” in the minds of its consumers it has always tried to reinforce that it’s the best to what one can get.

• Taj has used a lot of different mediums to reach their consumers and also been successful in creating brand loyalty and positioning.

• Print, Broadcasting media, Ambient media have been their tools to success.

Taj Mumbai come back after blasts

Taj Mahal Palace & Tower, favored by royalty, rock stars and tycoons, reopened its old heritage rooms almost two years after terrorists attacked guests and staff and set fire to the hotel.

opened on Aug. 15, with guests offered free nights in suites costing as much as $1,450 a night.

The Taj has spent 1.75 billion rupees ($37 million) to restore the hotel.

Renovations

The renovation has added amenities such as ergonomic furniture, a home theater system and bathrooms with Italian marble and rain shower.

The 285-room Palace wing will include 42 suites of which 19 are themed.

Grand Luxury Suites are priced at 170,000 rupees a night, while the Luxury and Executive suites will cost 120,000 rupees and 95,000 rupees respectively.

The Oberoi’s 868 square-foot Premier Suite with ocean views whose rack rate is 90,000 rupees is selling for 50,600 rupees a night

TAJ Earth:

In an endeavour to reinstate its vision Taj Hotels Resorts and Palaces presented EARTH (Environment Awareness & Renewal at Taj Hotels).

conscious effort of one of Asia’s largest and finest group of hotels to commit to energy conservation and environmental management.

About Earth Check EarthCheck is the international

benchmarking and certification programme for the travel and tourism industry

Based on the Agenda 21 principles for Sustainable Development endorsed by 182 Heads of State at the United Nations Rio Earth Summit in 1992.

EarthCheck, is the only worldwide environmental certification program for travel and tourism with participants in more than 50 countries

Conclusion:

Other hotels’ room occupancies plunged to as low as 37 % during the recession and average room occupany rates across all hotels were approximately 50 per cent.

The Taj maintained a far higher average and continued to grow and expand. Slowly the hotel became more profitable than it had ever been. The reason is clear. It never slept.

Thank youDONE BY:

C.V.HAMSAMONU JAINNIKITA JAIN

SHEJAL CHOUDHARI