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%
 CLASSIFICATION BASED
ON SERVICES:
Taj (luxury full-service hotels, resorts and
palaces) .
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 you
DONE BY:
C.V.HAMSA
MONU JAIN
NIKITA JAIN
SHEJAL CHOUDHARI