‘Branding, revenue, and positioning are all important factors to consider’ : Suhas Sharma, Director of Sales, Renaissance Bengaluru Race Course Hotel

The hotel industry is going through a very tough phase. Due to the pandemic and its various variants, the needs of the business alter on a daily basis. The business spike which the industry was witnessing in the recent festive months has suddenly taken a dip, with business cancellations totalling crores due to the spread of the highly infectious Omicron variant. Asmita Mukherjee spoke with Suhas Sharma, Director of Sales, Renaissance Bengaluru Race Course Hotel to know more about the real-time situation that the hoteliers are facing due to the devastating nature of the pandemic.

According to you, how are hotels working to regain the lost revenue of 2021?

We are all aware that the hotels’ road to recovery will be difficult. We did notice a consistent growth in revenue in Q4 of 2021. However, it was really sociable, and here is where hotels could step up. There is no simple strategy, but it is critical to follow dynamic decisions. The key will be to look for new business prospects in new sectors. Set the groundwork and the fundamental procedure in place. If it is necessary now, it was intended to be completed yesterday. The most crucial criterion will be satisfied once we verify that guests are adequately taken care of while staying at the hotel. In terms of rehabilitation, Renaissance Hotels has a clear goal; we are dynamic and will explore all potential solutions at our hotel to create a memorable experience for our guests.

What hospitality practices in the new normal do you think will persist in the short term and in the long term?

It will be necessary to create and promote hygiene principles such as ‘Commitment to Clean.’ And, while we’re at it, we need to make sure the implementation is flawless. More essential, educate customers about the initiatives in order to build long-term client confidence. Hotels will roll out clean technology and supplies at their locations while keeping engaged with clients through loyalty programs. To summarize, hotels will continue to educate and inform their clients on sanitation measures. The more such awareness initiatives a hotel offers, the more guests will have faith in it. This will undoubtedly put the hotel ahead of the competition. After all, in the future, it will all be about safety and hygiene. In addition, we should identify key staff and re-skill them to fulfill additional duties at our hotels. Even in human resources, things are changing quickly; the average amount of time a person spends at work is decreasing, particularly in the hospitality industry. Upskilling will guarantee that the service delivery gap is reduced.

What operational changes do you think hotel operators need to focus on as the industry recovers?

Operators cannot ignore the fact that protocols are here to stay, and they must learn how to use them and focus on all of them. These kinds of strategies can be framed by management, but implementation will be the key. Any hotel’s fate will be determined by how effectively protocols are followed. Domestic social, weddings and other associated segments are expected to be the hotel’s best-performing segments. The operators will be thinking about how to make the most of it and guarantee that we become a favoured hotel in this regard.

What will be the primary focus areas for Renaissance Bengaluru year?

For the year 2022, we have a clear emphasis. Branding, revenue, and positioning are all important factors to consider. We’d want to chat about the brand and show it off. Marriott Hotels’ Renaissance is a lifestyle brand. It is a brand that has to be highlighted since it is youthful, energetic, indigenous, exciting, inspiring, and independent. Revenues are vital, but the appropriate approach to daily rate will be the emphasis.

What kind of revenue growth are you foreseeing for your property this year?

With an aggressive effort, we expect to recover 65 percent of 2019 revenue. Our hotel goal is straightforward: we will place our hotel on the market for our consumers to discover. As more guests enter the hotel, they will see how gorgeous it is.

What role does food & beverage play in getting repeat clientele for Renaissance Bengaluru Race Course Hotel?

Food is still a hot topic for many of us. And you’ll never forget a delicious meal, right? The food and beverage business is now expanding, with exciting innovations, and it continues to be a talking topic. This is what F&B is capable of; it will continue to entice and urge people to taste delectable meals, whether at a restaurant or at home. F&B will be the ideal approach to engage with a consumer, and we love doing it as salespeople. Invite our customers over for a delectable lunch. Food enlivens all of our senses, and we’ll continue to extend a red-carpeted welcome to our guests. For those seeking an authentic supper, Renaissance Bengaluru Race Course Hotel has been a popular choice.

What, in your view, are the biggest obstacles and challenges hotel operators are likely to face over the next few years?

The current dynamic environment poses the greatest difficulty. Any strategy or company plan needs time to bear fruit, and how can you assure that in the current scenario? The needs of the business alter on a daily basis. While income increased steadily in the fourth quarter, situations shifted abruptly, resulting in business cancellations totalling crores.

asmita.mukherjee@saffronsynergies.in

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