A project report on

“Revenue Analysis of 3 Star Hotels Pre &

Post Occurrence of Covid 19”
At
Trident Hotel Udaipur
Subject Code: BBA364A

PROJECT REPORT SUBMITTED TOWARDS PARTIAL FULFILLMENT

OF THREE-YEAR BBA DEGREE PROGRAM

Submitted by: Submitted to:

Amit Kongat Nair Dr Shubhi Dhaker
Roll No: 76016

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 PREFACE

This project has been made based on practical

knowledge and experience gained during the summer
internship of 45 days at Trident hotel. This internship is
an integral part of 3-year B. B. A. Degree and provides
exposure to real-world learning to students.
Trident, being one of the oldest economic hotels of
Udaipur and rich in traditional and cultural values
serves an outstanding learning experience. It has been a
part of Oberoi Group of Hotels in the revenue
generation for the past 20 years.

Some of my learning has been shared and my

conclusion is marked at the end of the report.

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 ACKNOWLEDGEMENT
Any achievement, be it scholastic or otherwise does not depend solely
on the individual effort but the guidance, encouragement and
cooperation of intellectuals, elders and friends. Several personalities,
in their capacities, have helped out in carrying out this project work. I
would like to take this opportunity to thank them all.
I would like to thank Dr Rajni Arora, Head of BBA Department,
Faculty of Commerce and Management, Bhupal Nobles' University
for her valuable suggestions and expert advice.

I deeply express my sincere gratitude towards my project supervisor

Dr Shubhi Dhaker, Faculty of Commerce and Management, Bhupal
Nobles’ University, Udaipur, for her able guidance, regular source of
encouragement and assistance throughout this project.

Last, but not the least, I would like to thank my parents and friends
who helped me directly or indirectly to make this project a success.

Amit Kongat Nair

BBA III Year

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 DECLARATION

I AMIT KONGAT NAIR, hereby declare this project report entitled

“REVENUE ANALYSIS OF 3 STAR HOTELS PRE & POST
OCCURANCE OF COVID-19”, submitted by me to BN University in partial
fulfilment of the requirement for the award of the degree of BBA, is a record of
genuine project report carried out by me.

Date: 22nd July, 201 Name: Amit Kongat Nair

Signature:

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 CERTIFICATE

I feel great pleasure in certifying that the thesis entitled “Revenue Analysis of 3 Star Hotels
Pre & Post Occurrence of Covid 19” embodies a record of investigation carried out by
AMIT KONGAT NAIR under my guidance.

I recommend the submission of the project report.

Date: 22/7/2021 Name: Dr Shubhi Dhaker

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vi
 Table of Contents

Chapter 1 Introduction................................................................................................................ 1

1.1 Topic Introduction ......................................................................................................... .1

1.1.1 What is Revenue Generation .......................................................................................... .2

1.1.2 Hotel Revenue Management .......................................................................................... .2

1.1.3 Current Scenario of Tourism & Hotel Industry in accordance with the revenue

status............................................................................................................................ .3

1.1.4 Objective of Study ......................................................................................................... .3

Chapter 2 Company Introduction ................................................................................................ 5

2.1 Introduction of Trident ...................................................................................................... 5

2.1.1 Trident: The Oberoi Group of Hotels ....................................................................... .5

2.1.2 The Branches and Undertakings of Oberoi Brand .................................................. .5

2.1.3 About: Trident Udaipur ........................................................................................... .10

2.1.4 Facilities at Trident Udaipur .................................................................................... .10

2.2 Introduction of Ananta Hotel...................................................................................... .11

2.2.1 Ananta: Mukund Goyal Group of Companies ....................................................... .11

2.2.2 Ananta Hotels & Resorts ......................................................................................... .12

2.2.3 Ananta: Luxurious Rooms ....................................................................................... .12

Chapter 3 Research Methodology ............................................................................................. 13

3.1 Difference between Research Method & Research Methodology ........................... .13

3.1.1 Importance of Research Methodology in Research Study .................................... .14

3.1.2 Objective of Research .............................................................................................. .14

3.1.3 Process of Research ................................................................................................. .14

Chapter 4 Data Interpretation & Analysis ................................................................................. 24

Chapter 5 Conclusion ............................................................................................................... 25

Bibliography............................................................................................................................ 27

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 List of Tables & Charts

Table 1 Net Room Revenue ..................................................................................... 19

Graph 2 Net Room Revenue of Ananta HR department .......................................... 19
Graph 3 Net Room Revenue of Ananta Hotel: Income............................................. 20
Graph 4 F&B Revenue of Ananta Hotel .................................................................. 20
Table 5 Room Data Varience of Ananta Hotel ......................................................... 20
Graph 6 Room Nights sold Varience Data of Ananta Hotel ..................................... 21
Table 7 Sum Total of Net Room Revenue of Ananta Hotel (March 2020)................ 21
Table 8 Trident Udaipur Room Department, Month to Date Budget ....................... 21
Table 9 Comparative Profit & Loss Statement of Trident Udaipur ........................... 22
Table 10 Comparative Profit & Loss Statement of Ananta, Udaipur ........................ 23

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 Chapter 1

INTRODUCTION

This study deals with the concept of revenue in the hospitality industry pre and post
occurrence of COVID.

1.1 Topic Introduction

The hospitality industry is a multi-billion-dollar industry that depends on the availability of leisure time,
disposable income and complete customer satisfaction. Hospitality in India has been a major way of living for
Indian citizens. India’s hospitality, for many years, is based on the primary thought of ATITHI DEVO BHAVA
which translates to every guest as a God. The tourism and hospitality industry plays an integral part in India’s
economy, being the 7th largest economy in the world. Apart from being a potential employment generator in
India, tourism has also been an important source of foreign exchange for India. The tourism and hospitality
industry has been proven to be important towards the “MAKE IN INDIA” scheme and “DIGITAL INDIA”
providing large employments to citizens in India.
While many business niches are composed of only a handful of different businesses, the hospitality industry
applies to nearly any company that deals with customer satisfaction and is focused on meeting leisurely needs
rather than basic ones.
With the coarseness of this industry, some defining aspects are important to understand. The hospitality industry
is a wide category of fields within the service industry that includes lodging (accommodation for a period or a
place to sleep for one or more nights), food and beverages (enhancing the guest experience by providing
excellent food and first-class customer service), travel and tourism (services related to moving people from
place to place- business, cabs, planes, ships, trains) and recreation (activities people do for rest, relaxation and
enjoyment- to refresh person’s body and mind.

RAJASTHAN, the state, famous for its alluring and marvellous palaces, for royalty and colourful local tribes,
for deserts and cities, coloured pink, blue and yellow, for the wilds of RANTHAMBORE AND STRIKING
GOLDEN SWEEP OF JAISALMER, hold pride of place on India’s tourism map. As per the state’s
MINISTRY OF TOURISM, the hotel industry has an occupancy rate of almost 70%, while Palace on Wheels,
the famous luxury heritage train, also registered 60% occupancy last year.
Udaipur, being a popular tourist destination in the state of Rajasthan, is often referred to as “Venice of the
East”, “White City” and “City of Lakes”. Famous in terms of its history, culture and scenic locations, it is
largely explored by tourists from all over the world, for its “Rajputana Palaces” offering royal hospitality.
The state’s world-class hotel networks have benefitted from the materialization and development of new market
segments such as MICE and destination weddings. Tourism, today, contributes almost 20% to Rajasthan’s
economy and over 15% of foreign tourist travels in India heads to Rajasthan annually. Within India, the state
ranks number 9 in terms of Domestic Tourists Arrivals (DTAs) and number 3 for International Tourist Arrivals
(ITAs). Tourism accounts for 8% of the domestic product.
In 1979, Udaipur had put itself on the global tourism map.
The opening of the iconic Taj Lake Palace Hotel was considered a milestone in the hospitality industry in the
state. Bang in the middle of Lake Pichola, Jag Niwas Palace with the idea of luxury hospitality amidst a royal
setting sparked a movement across Rajasthan. Groups such as The Oberoi set new hospitality standards with
The Oberoi Udaivilas. The last 5 years have seen the entry of Tulip, Radisson Blue, Ramada, and Golden
Tree of Life amongst the known hotel brands.

Udaipur is recognized as a niche hotel market and has grown by 500 keys with 4- star and 5- star hotels in the
ultra-luxury segments. With the growth of the middle and upper-middle-class segment in India and the youth
looking to experience the taste of luxury, which is on offer at very competitive rates, the city has a better tourist
inflow throughout the year. Overall, it is a very healthy trend with rising ARRs and overnights in Udaipur. Huge
investments have been made by leading hotel brands present in Udaipur, especially around the Lake Pichola
area.

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As with domestic tourism, its influx has increased over time as Udaipur has also become a gateway destination
for long weekends and festivals. Udaipur is one of the preferred weddings destinations on the globe witness
about 30-40 multi-million budget weddings every year. Udaipur’s road connectivity with Jaipur,
Ahmedabad, Mount Abu and Chittorgarh has been the main focus and air connectivity to Mumbai and
Delhi makes it easier for people to come down. Thus, Udaipur enjoys better Average Room Revenues
when compared to the nearby cities such as Jodhpur and Jaipur. No doubt that Udaipur has a buyer’s
market with intense competition, it has started witnessing the long schedules of the filmmakers, movie- shoots
and ad shoots. Seasonality of business is a major challenge, and hotel owner has to manage their year-long
operations keeping this variable in mind. The focus of marketing being upon royal weddings, conferences and
corporate events, the key to manage seasonality is to change the revenue strategy and offer competitive rates
which can drive traffic into the city.

1.1.1 What is revenue generation?

The term revenue generation refers to the process of creating sales of products and services, intending to create
income. Revenue generation is one of the most important activities any business can engage in. It may involve
some of the tasks such as establishing the business goals for the financial year, aligning B2B sales and
marketing strategy to match the revenue targets, creating an organizational structure that ensures the revenue
generation strategy is successfully implemented, reviewing all sales and marketing procedures, to measure the
progress of revenue generation, providing training and education for staff, so that all participants work to
maximise revenues, etc. Therefore, revenue generation is not simply sales or marketing; it’s an operating
strategy that touches every part of an organization to utilize strategies and tactics that allows for increasing the
revenues.
For business leaders, one thing that can frustrate revenue generation is the quality of B2B data because if it is
not of sufficient quality, it leads to a loss in terms of identifying new opportunities in the market and operates a
sales process that in turn leads into customers. So, one must ensure that the data your business uses is of the
highest possible quality for revenue-generating activities. Furthermore, there are many sources of revenues to be
considered. These are taxes imposed by the local government, internal revenue allotment, operating and service
income, income from public enterprises and investments, miscellaneous income, sale of assets and grants and
aids. The type of revenue model that is available to an industry depends, in large parts, on the activities it
performs and how it changes for those.

1.1.2 Hotel Revenue Management

Now, more than ever, revenue management is the cornerstone of running successful, profitable hotels. The
increase in available data and ways to track and analyse it may seem like it has complicated the industry, but it
also provides a wealth of new opportunities for the business to turn a profit. The hoteliers are responsible to
look for ways to improve the way they do things, gaining an edge over the competitors.

Revenue management refers to the strategic distribution and pricing tactics the business uses to sell its
property’s perishable inventory to the right guests at the right time. Other products such as amenity and food
and beverage offerings will also come into the picture.

Revenue management revolves around the measurement of what customers from different segments are
willing to pay and this can only be done by measuring and monitoring the supply and demand of your hotel
rooms. Every traveller has a maximum value they can offer your hotel, i.e., capturing as much of the value as
possible – through convincing the guest to book direct, purchase extensions, up-sells or extras, and become a
return visitor. Customers expect increases over time – most businesses where consumers spend money are
varying their prices based on the shifts in the costs as well as the demands. Therefore, effective hotel revenue
management strategies can help the operators to better manage the resources and protect against roistering too
many staff during slow periods. With all this in mind, revenue management can drive the entire business plan
when implemented effectively. A hotel distribution strategy is also a vital part of the revenue management
plan i.e., the internet distribution channels to promote the destination online, as it bears strong marketing
power and puts the hotel in front of many customers to contact them directly. If the product being offered is
universally recognized as the quality, the business has the grounding to charge a higher price. If guests feel
like they are getting maximum value for their money, it is very likely they will be willing to spend more.

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 Getting more out of each guest who stays with the business is a great way to increase the overall revenue of
the hotel. As you move away from tactics and towards fully-fledged strategies around your revenue and room
sales, you need to start understanding your key performance indicators such as occupancy rates, average daily
rates (ADR), revenue per available room (Rev PAR), Trev PAR (Rev PAR + Ancillaries), Gross operating
profit per available room (GOPPAR) and revenue per available seat hour (Rev PASH)
The best hotel revenue management strategies recognize that hotel pricing is fluid and can change from one
day to the next. Often, it’s more important to focus on your own business and be confident than to worry too
much about competitors, at least in the first place.

How do travellers behave in the current scenario?

How do they book and travel?
How do they experience and explore?
What do they require?
What are their expectations?

It’s vital to have an idea of these factors if you want to squeeze the most value out of each guest that enters the
door. The better you know the guest, the better the guest loyalty you can generate, which is extremely
important for recurring revenue.
There is no pricing strategy that is perfect for any hotel. A revenue manager will spend a lot of time analysing
data and other influencing factors to ensure the business is operating with the best possible chance to
maximise income.

1.1.3 Current Scenario of Tourism and Hotel Industry under the revenue status
The domestic hospitality industry, which has been severely affected by COVID-19 related disruptions, is
likely to witness a decline of over 65% in 2020-21 with massive operating and net losses, wiping out the
cumulative profits of the past 4 years. However, there might be a recovery in demand in the latter part of the
financial year 2021 – 22 as vaccine rollouts gain. Much will be contingent upon the spread of the pandemic
and the success of vaccination efforts. The situation is still evolving, with numerous headwinds as seen with
the restart of crowd control and lockdowns, thereby increasing India’s Covid cases and globally over the last
few weeks.
The domestic hospitality industry has been one of the worst-hit sectors, severally affected by the Covid-19
pandemic and subsequent lockdowns, which restricted mobility and hotel occupancies in all the major
markets, with an occupancy hit of 18-20% in 8 months of the financial year 2021, down from 64-65% in the
previous year. The average room rate (ARR) was Rs. 3400-3500 per night, a discount of 35-40%, while the
RevPAR declined by 80% during the period under consideration. Although some sequential improvement has
been witnessed since September 2020, recovery is low and arduous, punctured by setbacks. The RevPAR is
being expected to decline by 75% and at close to Rs. 900-1000 per night. It will continue to be impacted by
the lockdown, travel restrictions because of the virus- spread. With closed international borders, foreign tourist
arrivals are likely to stay muted well into 2021. Hotels have enforced sharp cost-control in the financial year
2021, including a 39% reduction in the employees’ costs, letting go of contract employees, enforced pay cuts
and mandatory leave encashment. As a result, the overall costs shrunk by 54%, while revenues fell by 80% in
the first half of the financial year 2021.
While the veracity of the impact on the sector may only be fully known much after the cessation of the
pandemic, the overall occupancy in the branded hotels segment in 2020 is estimated to decline by 16.7- 20.5%
points, while the ADRs are estimated to decline by 7-8% for the current year.
Therefore, the overall revenue of the Indian hotel sector is set to decrease by anywhere between US$ 8.85
billion to US$ 10 billion, reflecting an erosion of 39% to 45% as compared to the last year. Besides the actual
business loss, the hotel owners will also incur losses due to fixed operating expenses, debt repayments, interest
payments and several other compliances required to be taken as a part of the sector.

1.1.4 Objective of Study

The research discourse aims at developing an interdisciplinary edifice of hotel revenue management. It
particularizes the fundamental and theoretical concepts in the field of hotel revenue management like the
revenue management system, process, metrics, analysis, forecasting, segmentation etc. Greater emphasis is put
on the pricing and non-pricing revenue management tools used by the hoteliers to maximize their hotel's

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financial performance. This discourse scrutinizes the revenue management practices of Trident in Udaipur City
and provides propositions on the same.
The hotel revenue management technology sector is an area where the substantial influence of the pandemic can
be seen in a very clear way. Traditional revenue management technology was reliant upon algorithms, most
often based primarily on the historical demand patterns-- such as booking lead times, booking pickups by
segments and the seasonal stay patterns on a daily, weekly or monthly basis-- for determining the best possible
room rate, at any given time. Because of the covid-19 scourge, these historical data sources have now gone
antiquated, as hotels worldwide are facing unparalleled market conditions, which can't be overlooked.
Some revenue optimization basics are always prudent, but all strategies need to be tailored under the regional as
well as the global financial and economic trends. Therefore, the main objective of this research is to understand
the purpose of revenue management in both technological and profitable terms concerning the new revenue
management tactics and their impacts on the hotel demand.

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 Chapter 2

Company Introduction

2.1 INTRODUCTION OF TRIDENT

2.1.1TRIDENT: THE OBEROI GROUP OF HOTELS
The TRIDENT GROUP is a diversified group of business headquarters in Ludhiana of Punjab State in India.
Trident Hotels falls under the patronage of THE OBEROI GROUP.

THE OBEROI GROUP is a hotel company in the hospitality industry started in 1934 by LT. M.S. OBEROI
with its head office in Delhi and spread branches. It remains one of the most decorated hotel chains in the world
with many of its group hotels bagging with various awards and accolades.

As India became independent, M.S. OBEROI built additional hotels, while expanding its base holdings. In
1948, he established INDIA HOTELS, now known as EIH LTD., whose first acquisition was the OBEROI
GRAND HOTEL in Calcutta. In 1965, in partnership with international hotel chains, he opened THE OBEROI
INTERCONTINENTAL in Delhi, India's first modern 5- star, world-class hotel.

THE OBEROI GROUP is committed to employing the best environmental and ecological practices in
technology, equipment and operational processes. The group also supports philanthropic activities and is a keen
contributor to the conservation of nature and cultural heritage. It employs about 12000 people worldwide and
owns and manages about 17 hotels like Oberoi, 10 as Trident, 1 each for Clarks and Maidens as of 2013. Other
activities of the group include airline catering, management of restaurants and airport bars, travel and tour
services, car rental, project management and corporate air charters.

2.1.2 THE BRANCHES AND UNDERTAKINGS OF THE OBEROI BRAND (THE

TWO MAIN UNDERTAKINGS)
1) OBEROI HOTELS AND RESORTS are synonymous with the world for providing the right blend of
service, luxury and quiet efficiency. Internationally acclaimed for all-round excellence and unparalleled
levels of service, Oberoi Hotels and Resorts have received innumerable awards and accolades concerning
their highly motivated and well-trained staff.

 Oberoi Hotel, Shimla

Wildflower Hall provides a unique opportunity for you to lose yourself in the
romance of nature. Indoor and al fresco dining areas with mountain views,
personalised spa experiences in wooded locations, energising outdoor sports
and private dining. All complemented by our sincere attention to your every
need, at the best hotel in Shimla.

 Oberoi Grand Hotels, Calcutta

Fondly referred to as the Grande Dame of Chowringhee, our
5-star hotel The Oberoi Grand has been an icon on the
landscape of Kolkata for more than a century; with a
reputation for taking care of its guests that befits the best
hotel in Kolkata.

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 The Oberoi Intercontinental, New Delhi
The best hotel in Delhi; an incomparable venue for business or pleasure, The
Oberoi, New Delhi, enjoys views of the UNESCO World Heritage Site of
Humayun’s Tomb on one side and a calming view of the forested golf course
on the other. Our 5-star hotels are a storied landmark and a celebrated
example of Oberoi’s reputation for taking care of its guests.

 Oberoi Amarvilas, Agra

Located just 600 metres from the Taj Mahal, the world’s most exquisite
testimony to undying love, it is easy to rekindle romance at The Oberoi
Amarvilas. The best hotel in Agra is inspired by Mughal palace designs; with
fountains, terraced lawns, reflection pools and pavilions. The Oberoi
Amarvilas is a five-star hotel that offers unrestricted views of the Taj Mahal
from all rooms and suites, complemented by our warm, personalised
hospitality.

 Oberoi Bangalore
Composed around a centenarian rain tree, our 5-star hotels are nestled in
verdant grounds and equipped with the latest in technology, The Oberoi,
Bengaluru reflects and harmonises the dual personalities of Bengaluru, the
Garden City and technology hub.

 Oberoi Gurgaon
Just minutes from the international and domestic terminals, you will find the
best hotel in Gurgaon. The Oberoi, Gurgaon is a five-star hotel, a nine-acre
urban sanctuary and a striking example of contemporary design. Where an
ocean of blue meets walls of green and is topped off with a dazzling silver and
glass jewel box.

 Oberoi Mumbai
The Oberoi, Mumbai is a striking example of modern architecture that lifts
you over Marine Drive to enjoy magnificent views of the ocean and
'Queen’s Necklace' lights along the shoreline. Only at the best 5-star hotels
in Mumbai.

 Oberoi Rajvilas Jaipur

Experience a sincerely warm welcome when you stay with us at our 5-star
hotels in Jaipur: The Oberoi Rajvilas. Spread over 32 acres of beautifully
landscaped gardens, with traditional architecture, flaming Mashaal torches and
reflection pools.

 Oberoi Udaivilas Udaipur

Falling in love with the charm of the “City of Lakes” is easy when you are
staying at the best hotel in Udaipur: The Oberoi Udaivilas. Located on the
banks of Lake Pichola, our 5-star hotels are spread over 30 acres of luxuriant
gardens, with an intricate layout of interconnecting domes and corridors that
reflect the layout of Udaipur itself; whose seven lakes are linked by canals.

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 Oberoi Vanyavilas Ranthambore
The Oberoi Vanyavilas Wildlife Resort, the best 5-star hotel in
Ranthambhore, offers luxury tented accommodation inspired by the opulent
caravans of the royal families. A fine restaurant serving authentic Rajasthani
and international cuisine. And spa experiences customised to suit your needs.
All accompanied by the hospitality that is genuine and sincere.

 Oberoi Bali, Indonesia

Located on the beach and embraced by fifteen acres of lush gardens, with a
natural amphitheatre for traditional dance, we guarantee an inimitable
experience of this beautiful island at our five-star hotels in Bali.

 Oberoi Lombok, Indonesia

The Oberoi Beach Resort, Lombok is perfectly located on the white sandy
shores of Medana Beach for you to enjoy romantic walks, sunset views and
exhilarating water sports. Set within twenty-four acres of landscaped gardens
with an infinity pool that seems to melt into the ocean; it is easy to let the
romance blossom at our five-star hotels in Lombok.

 Oberoi Dubai
You can enjoy superlative views of the Burj Khalifa from The Oberoi, Dubai
at the enviable downtown address that befits the best hotel in Dubai, close to
prominent business and leisure landmarks.

 Oberoi Mauritius
The Oberoi Beach Resort, Mauritius is the best hotel in Mauritius; directly
located on the pristine white beach of Turtle Bay, a natural marine park.
Spread over twenty acres of lush, subtropical gardens, it offers views of
breath-taking sunsets and night skies bursting with stars.

 Oberoi Sahl Hasheesh, Egypt

Spanning 48 acres on the Red Sea shore, our 5-star hotels in Sahl Hasheesh
has been carefully designed to allow you space. It features high domed
ceilings, is bathed in natural light and is dotted with traditional design
elements; from the auspicious eight-pointed star to neoclassic columns and
handcrafted lanterns.

 Oberoi Madina, Saudi Arabia

Being the best five-star hotel in Madina, The Oberoi, Madina is naturally the
destination of choice for royalty, global entrepreneurs and celebrities. It
enjoys an unrivalled position just steps away from the Prophet's Mosque and
offers unforgettable views of the mosque’s green dome and the canopied
courtyards of pilgrims at prayer.

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 Oberoi Maidens, Delhi
Maidens Hotel, Delhi, an Oberoi Group hotel, originally known as Maiden's
Metropolitan Hotel is a heritage hotel in the Civil Lines area of Delhi, India.
It was opened in 1903 in its present location.

2) THE TRIDENT GROUP OF HOTELS was founded in 1990, 22 years ago. They are 5-star hotels that have
established a reputation for excellence and are acknowledged for offering facilities with dependable service
in a caring environment, presenting the ideal choice for business and leisure travellers. The Oberoi Group
has the presence of 5- star Trident Brand in 7 countries. In India, the group manages 10 5- star properties
under the same brand. Apart from hotels, the Trident Group also works in home textiles, paper
manufacturing, chemical and power. They are also one of the largest yarn spinners in India.

 Trident Agra
Trident Agra, only 1.5 Km from the historic Taj Mahal is the ideal
getaway heaven. Set amongst Mughal style gardens and red stone
architecture, the relaxed and charming atmosphere at the hotel will
make each moment of your stay special.

 Trident Chennai
Catering to business and leisure travellers, Trident Chennai is
located conveniently near the airport and new business districts.
Surrounded by tropical gardens, the hotel provides a relaxing stay
with business facilities, bar, gymnasium, spa & restaurants that offer
a wide range of cuisines.

 Trident Gurgaon
Situated in the central business district of Delhi NCR, Trident
Gurgaon stands amidst landscaped gardens, reflection pools &
fountains. With amenities most suitable for the business & leisure
traveller, it is not surprising that the award-winning hotel is a
favourite with regular guests.

 Trident Nariman Point, Mumbai

Situated in the heart of the financial and business district, Trident
Nariman Point is a part of the famous Mumbai skyline. The hotel
promises impeccable service and excellent amenities for both
business & leisure stays.

 Trident Bandra Kurla, Mumbai

Located 20 minutes from the airport and with easy access to the
entertainment, shopping and recreation centres, Trident, Bandra
Kurla, Mumbai is the ideal destination for discerning business and
leisure travellers.

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 Trident Hyderabad
Trident Hyderabad with its 323 exquisitely designed rooms and 30
suites is located in the heart of the IT hub. A fully equipped state
centre, an all-day dining restaurant with an open kitchen, an Italian
restaurant with a wine tasting room, along warm, caring and
personalized service make Trident Hyderabad the perfect destination
for the discerning traveller.

 Trident Jaipur
Trident Jaipur stands majestically on route to the Pink City’s noted
Amber Fort. With excellent facilities for conferences and business
events, the hotel also boasts spectacular views of Mansagar Lake
and fine dining at its multi-cuisine restaurant.

 Trident Cochin
Conveniently located within 20 minutes from the business district,
Trident, Cochin is set amidst beautifully landscaped gardens. The
relaxed ambience ensures a comfortable stay for both business and
leisure travellers.

 Trident Bhubaneswar
Set in serene surroundings of sprawling lush gardens and fruit
orchards, tridents, Bhubaneswar is only 6km away from the city
centre. With interiors inspired by the traditional temple architecture
of Orissa, the international standards of the hotel ensure your stay
will be memorable.

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2.1.3 About: Trident Udaipur
Built over 43 acres on the banks of Lake Pichola, Trident Udaipur is ranked amongst the best hotels near the
lake. It is a comfortable 27 km from the airport and is perfectly located to explore the famed sites of the city
such as The City Palace, The Crystal Gallery, The Monsoon Palace or the beautiful Jagmandir. The hotel holds:

1) Cuisine
No 5-Star royal hospitality is quite complete without a lavish feast. The hotel's main restaurant
ARAVALLI serves authentic dishes from the Kingdom of Mewar, which is known for its fine cuisine.
This restaurant holds up a cover of 76 people.

2) Rooms & Suites

Inspired by the architectural and cultural heritage of Udaipur, whichever of the 137 rooms and 4 suites,
you will be delighted by the tasteful furnishings in hues of muted beige and cream and traditional
artefacts that reflect the Udaipur's elegance, luxury and charm. Guests can also enjoy complimentary
high-speed internet for up to 4 devices. Types of rooms available here can be categorised into three
types:

 98 deluxe garden view rooms (225sq.feet)

 21 deluxe pool view rooms (225sq.feet)
 18 deluxe lake view rooms (225sq.feet)

The suites (50sq. feet) have especially commissioned artworks from Rajasthani Artists that add
grandeur and style to the space and features to the rooms.

3) The Kids Club

Also known as the Trident Kids Club, it offers a paradise of games, a play area and a tent! While the
little ones are having fun and making friends, you can relax and enjoy a walk in the sprawling gardens.

4) The Bada Mahal

It is a 150-year-old wildlife conservatory offering stories of yore within the hotel premises.

5) Boat Ride
One can even go on a boat ride under the stars on the beautiful Lake Pichola.

6) Banquet
Trident Udaipur is an ideal destination wedding for any occasion. There are two meeting rooms-
ASHA MAHAL and GULAB MAHAL.

7) The Amrit Mahal (BAR)

It is adjacent to the lobby. It is a place for happy hour timings.

2.1.4 Facilities at Trident Udaipur

 Hotel Facilities
 Business Centre
 Meeting rooms with audio-visual equipment
 Travel Desk
 Laundry and valet service
 Rooms for guests with special needs
 Doctor on call
 Babysitter on call
 Car wash facility

10
  Yoga sessions
 Experienced travel guide
 Kids Club

 With our Compliments

 Tea & Coffee maker

 Currency Exchange
 Car Park
 In-room safe
 Dental & Shaving Kit
 Shoeshine facility
 Shoehorn
 Slippers
 Iron and iron board
 Sewing Kit
 Restroom for guests with special needs
 Wheelchairs
 High-speed internet for up to 4 devices

2.2 Introduction of Ananta Hotel

2.2.1 Ananta: Mukund Goyal Group of Companies

Ananta Hotels & Resorts comes under Mukund Goyal Group of Companies named after the Chairman Mr
Mukund Goyal Group of companies.
This esteemed group of companies have ventured into multiple market segments with different product
offerings.

Garments
•Offering the best in quality, the organisation is a garments
export pioneer and has been in this business for decades.

Real Estate
•The organisation has made its mark in the field of real estate
through their concept luxury living apartments.

Hospitality
•The organisation runs landmark hotels in Jaipur, Udaipur and
Pushkar. The upcoming prperties include a one of a kind
beach resort in the heart of Dwarka, Gujarat and a 7 element
resort in Ajabgarh, Rajasthan.

Education
•The organisation also excels in the fiels of education. The
institute specialises in hospitality, event management and
aviation courses.

11
2.2.2 About: Ananta Hotels & Resorts (Facilities)

Ananta Hotels & Resorts creates unique and enduring experiences. Cities embodying century-old history and
traditions are the perfect backdrop for Ananta Udaipur and Ananta Pushkar. With contemporary villas and
sprawling rooms, the luxury resorts feature eclectic dining outlets, recreational rooms, spacious, state of the art
banquet venues, outdoor pools and superlative spas and fitness centres. Be it leisure stays, destination weddings
or corporate off-sites, Ananta promises to craft uniquely memorable moments for family and friends.

Ananta Udaipur
Spread across 75 acres of lush greenery, the resort encompasses.
 234 contemporary villas
 Eclectic dining outlets
 Kid’s activity area
 Outdoor swimming pool
 Spa & fitness centre
 The largest divisible banquet halls in Rajasthan

Ananta Spa & Resorts, Pushkar

Spread across 9 acres of lush greenery, the resort encompasses:
 52 contemporary cottages, 21 sprawling rooms
 21 sprawling rooms
 Eclectic dining outlets
 State of the art banquet facilities
 Well-equipped recreational room
 Kid’s activity area
 Outdoor swimming pool
 Superlative spa & fitness centre

2.2.3 Ananta: Luxurious Rooms

 Udaipur
Total Rooms: 234
 Deluxe – 650 sq. ft.
 Junior Suite – 1050 sq. ft.
 Grand Suite – 1600 sq. ft.
 President Suite – 4500 sq. ft.

 Pushkar
52 contemporary cottages, 21 sprawling rooms and 15 tent rooms & suites
 Super Deluxe – 500 sq. ft.
 Deluxe – 450 sq. ft.
 Classic – 245 sq. ft.

12
 Chapter 3

RESEARCH METHODOLOGY
Research [/rɪˈsəːtʃ, ˈriːsəːtʃ/] noun, verb

A careful study of a subject, especially to discover new facts or information

about it: medical/ historical/ scientific, etc.

Research comprises defining and redefining problems, formulating hypotheses or suggested solutions;
collecting, organising and evaluating data; making deductions and reaching conclusions; and at last, carefully
testing the conclusions to determine whether they fit the formulating hypothesis.

Research is, thus, an original contribution to the existing stock of knowledge making for its advancement. It is
the pursuit of truth with the help of study, observation, comparison and experiment. In short, the search for
knowledge through an objective and systematic method of finding solutions to a problem is research. The
systematic approach concerning generalisation and the formulation of a theory is also research. As such the term
‘research’ refers to the systematic method consisting of enunciating the problem, formulating a hypothesis,
collecting the fact or data, analysing the facts and reaching certain conclusions either in the form of solutions
towards the concerned problem or in certain generalisations for some theoretical formulation. [1]

What is Research Method?

Research methods refer to the tools that one uses to do research. These can either be qualitative or
quantitative or mixed. Quantitative methods examine numerical data and often requires the use of
statistical tools to analyse the data collected. This allows for the measurement of variables and
relationships between them can then be established. This type of data can be represented using graphs
and tables. Qualitative data is non-numerical and focuses on establishing patterns. Mixed methods are
composed of both qualitative and quantitative research methods. Mixed methods allow for the
explanation of unexpected results.

What is Research Methodology?

Research methodology can be understood to systemically solve or answer the research problem. Thus
essentially, it can be understood as the process of studying how research is done scientifically.
Through the methodology, we study the various steps that are generally adopted by a researcher in
studying his/her research problem and the underlying logic behind them. The selection of the research
method is crucial for what conclusions you can make about a phenomenon. It affects what you can
say about the cause and the factors influencing the phenomenon.

3.1 Difference between Research Method & Research Methodology

Is there any difference between research methods and research methodology?

Research methods are the various procedures, schemes and algorithms used in research. All the methods used
by a researcher during a research study are termed research methods. They are essentially planned, scientific and
value-neutral. They include theoretical procedures, experimental studies, numerical schemes, statistical
approaches, etc. Research methods help us collect samples, data and find a solution to a problem. Particularly,

13
scientific research methods call for explanations based on collected facts, measurements and observations and
not on reasoning alone. They accept only those explanations which can be verified by experiments. [2]

Research methodology is a systematic way to solve a problem. It is the science of studying how research is to
be carried out. Essentially, the procedures by which researchers go about their work of describing, explaining
and predicting phenomena are called research methodology. It is also defined as the study of methods by which
knowledge is gained. It aims to give the work plan of research.

3.1.1 Importance of Research Methodology in Research Study

A researcher must design a methodology for the problem chosen. One should note that even if the
methods considered in the two problems are the same the methodology may be different. The
researcher needs to know not only the research methods necessary for the research undertaken but
also the methodology.

 Which is a suitable method for the chosen problem?

 What is the order of accuracy of the result of a method?
 What is the efficiency of the method?

More precisely, research methods help us get a solution to a problem. On the other hand, research
methodology is concerned with the explanation of the following:

 Why is a particular research study undertaken?

 How did one formulate a research problem?
 What types of data were collected?
 What method has been used?
 Why was a particular technique of analysis of data used?

3.1.2 Objective of Research

The prime objectives of the research are.

 To gain an insight into revenue and revenue management in the hospitality industry.
 To do a comparative study of revenue of post and pre COVID 19
 To study the economic effect of pandemic and identify its effects in various departments of the
hotel industry.
 To study the ways the hotel industry is following to fight the pandemic.

3.1.3 Process of Research

The research process consists of series of actions or steps necessary to effectively carry out research.
The chart below shows the research process.

14
 Formulating the Research Problem

Extensive Literature Survey

Developing the Hypothesis

Preparing the Research Design

Determining Sample Design

Collecting the Data

Execution of the Data

Analysis of Data

Hypothesis Testing

Generalisations and Interpretation

Preparation of the report or presentation of the results, i.e., formal write-up of conclusions reached

Step 1: Formulating the Research Problem: - There are two types of research problems, viz., those
which relates to states of nature and those which relates to the relationship between variables. The
researcher must identify the problem he wants to study. Initially, the problem may be stated in a broad
general way, and then the feasibility of a particular solution must be considered before a working
formulation of the problem can be set up. The formulation of a general topic into a specific research
problem, thus, constitutes the first step in a scientific enquiry.

Consequently, two steps are involved in formulating the research problem, viz., understanding the
problem thoroughly, and rephrasing the same into meaningful terms from an analytical point of view.
Presently, all the research work carried on by me is based upon the REVENUE ANALYSIS OF
3- STAR HOTELS PRE AND POST OCCURRENCE OF COVID 19 concerning TRIDENT
UDAIPUR AND ANANTHA HOTELS. Revenue Generation is an extremely important concept
within the hospitality industry as it helps the hotels to drive more revenue from their stagnant
sources of income, and therefore, its crucial to study the different sources and tactics through
which revenue can be generated in the hotels and the reasons for managing the same.
The researcher must at the same time examine all the available literature to get himself acquainted
with the selected problem, to what data and other materials are available for operational purposes
which will enable him to specify his research problem in a meaningful context. Care must be taken,
however, to verify the objectivity and validity of the background facts concerning the problem. The
statement of the objective is of basic importance as it determines the data, which is to be collected, the
characteristics of the relevant data, relations to be explored and the choice of techniques to be used.

Step 2: Extensive Literature Survey: - Once the problem is formulated, a summary of it should be
written down. The researcher should undertake an extensive literature survey connected with the
problem. For this purpose, abstracting and indexing journals and published or unpublished
bibliographies are the first place to go. Academic journals, conference proceedings, government
reports, books, etc. must be tapped depending upon the nature of the problem. In this era of the
internet, it has become quite easy to search articles through a search engine, etc.

15
However, there is not much literature which talks about the current tools and practices of
revenue management in hotels, but the findings from some of the journals are still mostly true.
The following journals were considered concerning my research project:

 External Sources

1) JOURNAL OF HOSPITALITY AND TOURISM RESEARCH

2) JOURNAL OF SERVICE INDUSTRIES RESEARCH
3) JOURNAL OF HOSPITALITY AND FINANCIAL MANAGEMENT
4) JOURNAL OF REVENUE AND PRICING MANAGEMENT
5) OFFICIAL WEBSITE OF TRIDENT & ANANTA

 Internal Sources

1) Provisional Profit & Loss Statement (Ananta Udaipur)

2) Comparative Profit & Loss Statement (Trident Udaipur)

Step 3: Development of Working Hypothesis: - After an extensive literature survey, a researcher

can state in clear terms the working hypothesis. Both quantitative and qualitative research involves
formulating a hypothesis to address a research problem. A working hypothesis is a tentative
assumption to draw out and test its logical or empirical consequences. As such, how the research
hypothesis is developed is particularly important since they provide a focal point for research. They
also affect how the tests must be conducted in the analysis of data.
One can go about developing a hypothesis in the following ways:
1) Discussions with colleagues and experts about the problem, its origin and the objectives in
seeking a solution.
2) Examination of data and records, if available, concerning the problem for possible trends,
peculiarities and other clues.
3) Review of similar studies in the area or of the studies on similar problems.
4) The exploratory personal investigation involves original field interviews on a limited scale with
interested parties and individuals.

The hypothesis concerning my research project deals basically with:

THE HOTEL INDUSTRY IS NOT AFFECTED BY THE COVID 19 PANDEMIC,

STATING THAT THERE WAS NO IMPACT ON REVENUE GENERATION.

Thus, working hypotheses arise as a result of prior thinking about the subject, examination of the
available data and material including related studies and the interested parties.

Step 4: Preparing the Research Design: - The research problem, having been formulated in clear
terms, the researcher will be required to prepare the research design, that is, he will have to state the
conceptual structure within which research would be conducted. The preparation of such a design
facilitates research to be as efficient as possible yielding maximal information with optimum effort,
time and expenditure.
But how all this can be achieved depends mainly upon the research purpose. Research purposes may
be grouped into four categories, viz., exploration, description, diagnosis and experimentation.
However, to achieve the desired accuracy of the situation and the association b/w the variables,
my project work is built upon descriptive research. Research with descriptive purpose aims at
minimising biasness and maximising the reliability of the data collected and analysed.

16
Thus, preparation of the research design, apt for a particular research problem, depends upon the
means of obtaining the information, the availability and skills of the researcher, explanation of
how selected means of obtaining information will be organized and the reasoning behind the
solution, the time available for research and the cost factor relating the same.

Step 5: Determining the Sample Design: - All the items under consideration in any field of inquiry
constitute a ‘universe’ or ‘population’. A complete enumeration of all the items in the population is
known as a census enquiry. It can be presumed that in such an enquiry when all the items are covered,
no element of chance is left, and the highest accuracy is obtained. But in practice, this may not be
true. Besides, this type of enquiry involves a great deal of time, money and energy. Hence, quite often
we select only a few items from the universe for our study purposes. The items so selected represent
what is technically called a sample.
The researcher must also decide the way of selecting a sample of what is popularly known as a sample
design. A sample design is a definite plan determined before any data is collected for obtaining a
sample from a given population.

Since my research study deals with inspecting the revenue-generation procedures and
techniques of the hospitality industry, there is no such population and sample been considered.
However, the sample design for the same constitutes:

Sampling Framework: Trident Udaipur & Ananta Hotel

Sampling Technique: Comparative study from previous year
Sampling Element: Hotel Revenue
Sampling Area: Udaipur Hotels
(Approx. 35 4-star hotels are present in Udaipur)

Comparing the revenues of one or more previous years forms an important part of your hotel
revenue management strategy. Grounding on this data, one can use predictive analysis even in
pricing strategies. It also helps in accessing the possible trends concerning future demands.
Overall, this will benefit the hotel by being the first mover in its marketplace. That is an
increase in the available data and ways to track and analyse it also provides a wealth of new
opportunities for your business to turn a profit, thereby gaining an edge over the competition.
Unfortunately, not all hotel operators understand the importance of managing revenue and
paying enough attention to this activity. However, times have changed. Today, the dynamic
hospitality market presents a high level of uncertainty in terms of:

1) How strong will the demand be on any given day in the future?
2) What price expectations will the customers have?
3) What will competitors implement today, tomorrow and every day in future?
4) How will the future events affect revenues (such as economic conditions, changes in gas
prices, airfares, etc.)?

Therefore, to be able to respond to these challenges and not get lost in constantly changing
market conditions, every single hotel needs to understand the value of an adequate proactive
daily revenue management strategy.

Step 6: Collecting the Data: - The data collection form that is used to ask or observe projects is
critical to the success of the project. Data collection methods need to be selected based on critically
analysing the advantages and disadvantages associated with several alternative data collection
methods.
There are generally two types of data- primary and secondary.

17
1) Primary Data: - Information that has been gathered especially for the research objectives hand.
Primary data can be collected either through experiments or through the survey. But in the case
of a survey, data can be collected through observation, personal interviews, and telephone
interviews, mailing questionnaires or schedules.
2) Secondary Data: - Information that has been collected for some purpose other than the research at
hand. Secondary data is used when the researcher needs to identify the existing knowledge gaps
which would form the core of his research efforts.

Since there is no target audience concerning the present study, there are no such questionnaires
or any other method involved. However, the secondary data for the present study have been
collected through different journals, articles and official websites plus the information from the
provisional as well as P & L A/Cs have been used to collect the required information.
Therefore, the researcher should select one of these methods of collecting the data considering the
nature of the investigation, objectives and scope of the enquiry, availability of financial resources,
time and the desired degree of accuracy.

Step 7: Execution/Processing of the Project: - Execution of the project is a very important step in
the research process. If the execution of the project proceeds on the correct lines, the data to be
collected would be adequate and dependable. The researcher should see that the project is executed
systematically and well in time. If the survey is to be conducted through structured questionnaires,
data can be readily machine processed. In such a situation, questions, as well as possible answers,
may be coded. The coding process facilitates data processing. Steps should be taken to ensure that the
survey is under statistical control, so that collected information is as per the pre-defined standards of
accuracy.

Step 8: Analysis of data: - After the data has been collected, the researcher turns to the task of
analysing it. The analysis of data requires several closely related operations such as the establishment
of categories, application of these categories to raw data through coding, tabulation and then drawing
statistical inferences. The unwieldy data should necessarily be condensed into a few manageable
groups and tables for further analysis. Thus, the researcher should classify the raw data into some
purposeful and usable categories.
Coding operation is usually done at this stage through which the categories of data are transformed
into symbols that may be tabulated and counted.
Editing is the procedure that improves the quality of data for coding. With coding, the stage is ready
for tabulation.
Tabulation is a part of the technical procedure wherein the classified data is put in the form of tables.
The mechanical devices can be used at this juncture. Analysis work after tabulation is based on the
computation of various percentages, coefficients, etc., by applying various well defined statistical
formulae.
The analysis of the comparison of the provisional accounts concerning the revenues of previous
years has been presented at the end of this chapter.

Step 9: Hypothesis Testing: - After analysing the data as stated above, the researcher can test the
hypothesis, if any, he had formulated earlier. Various tests such as Chi-Square Test, t-Test, f- Test,
etc. have been developed by the statisticians for this purpose. The hypothesis may be tested using
one or more of such tests, depending upon the nature and object of the research inquiry. Hypothesis
testing results in either accepting or rejecting the hypothesis.

18
Step 10: Generalization & Interpretation: - If a hypothesis is tested and upheld various times, it
may be possible for the researcher to arrive at a generalization, that is, to build a theory. The real
value of research lies in its ability to arrive at certain generalizations. If the researcher had no
hypothesis to start with, he might seek to explain his finding based on some theory, which is known as
interpretation.
The interpretation of the data collected and analysed by me is presented below.

1. Table: Net Room Revenue

TRIDENT & ANANTA

COMPARATIVE 01 October 2020
UDAIPUR
PROFIT & LOSS
MONTH TO DATE STATEMENT YEAR TO DATE
TRIDENT ANANTA PARTICULARS TRIDENT ANANTA

60,36,263.00 7230 Room Sales 1,98,54,633.00 84364

Room
Departmental
32,27,288.00 19410.364 Profit 24,24,318.00 354345005
Total Food &
35,50,079.00 20156681 Beverage Sales 1,03,44,503.00 187390681
Spa & Gym -
NIL 4,72,741.00 Sale 11,250.00 75,71,006.00

2. Graph: 'Net Room Revenue' of Ananta H R Department

'Net Room Revenue' of Ananta H R Department is

noticeably lower.
H R Department
Total Expenses
Net Room Revenue

Laundry
Expenditure
Other Incomes
Recreation Income
Mudra The Spa & Gym
Heat Light & Power Expenses
Ananta Prestige Club Expenses
Banquet

-5 0 5 10 15
Millions

19
 3. Graph: 'Net Room Revenue' of Ananta Hotel: Income

'Net Room Revenue' of Ananta Hotel: Total

Income is noticeably higher.
Total Income
Operating Profit after Interest
Net Room Revenue

Heat Light & Power Expenses

Sales & Marketing Expenses
Ananta Previlage Club
Travel Desk
Business Center
Miscelanious Income (Hotel)
Parking Charges
Expenditure

- 20.00 40.00
Millions

4. Graph: 'F&B REVENUE' of Ananta Hotel

'F&B REVENUE' of Ananta Hotel

800.00
Millions
35,43,45,005.00

700.00
600.00
500.00
400.00
300.00
200.00
100.00
-

Net Room Revenue

5. Table: Room Data Variance of Ananta Hotel

Sum of
Row Labels VARIANCE
Room Nights Sold 1653
Room Complimentary & House
Use 252
Occupancy in % 23.32
Room Nights Available -46
Average ARR -730
Grand Total 1152.32

20
6. Graph: Room Nights Sold Variance Data of Ananta Hotel

'Particulars': Room Nights Sold has noticeably

higher 'VARIANCE'.

Room Nights Sold

Room Complimentry & House Use

Particulars

Occupany in %

Room Nights Available

Avg ARR

-1 -0.5 0 0.5 1 1.5 2

Thousands

VARIANCE

7. Table: Sum Total of Net Room Revenue of Ananta Hotel (March 2020)

Sum of Mar-20
Row Labels YTD

Room Nights Available 84,364.00

Room Nights Sold 66,306.00

Average ARR 5,344.00

Room Complimentary & House
Use 3,544.00

Occupancy in % 78.60

Grand Total 1,59,636.60

8. Table: Trident Udaipur Room Department, Month to date budget

Row Labels Sum of TRIDENT, UDAIPUR MONTH TO DATE BUDGET

ROOM SALES 3,94,98,410.00

ROOM TOTAL EXPENSES 46,33,767.00

ROOM OTHER EXPENSES 26,25,674.00

ROOM PAYROLL & RELATED
EXPENSES 20,08,093.00

ROOM DEPARTMENTAL PROFIT 34.00

ROOM DEPARTMENT
Grand Total 48,765,978.00

21
9. Comparative Profit & Loss Statement of Trident, Udaipur

22
10. Table: Comparative Profit & Loss Statement of Ananta, Udaipur

23
 Chapter 4

Data Interpretation & Analysis

 In the previous chapter as my hypothesis had stated that there is no impact in hotel
revenue due to the Covid 19 pandemic is proven false from the 10, as there is a
decline in Avg. ARR in the financial year March 2021 in comparison with March
2020. There is decline in variance of 730 in Avg. ARR. In MOD.
 By looking at the Net Room Revenue of Ananta, Udaipur one can misrepresent the data, as
the room occupancy seems higher than the previous year, this is because to maintain the
entire property employees of various departments – housekeeping, main kitchen, staff
cafeteria, purchase department, few employees from other departments had to stay 24*7 in
batches which resulted in increase of room occupancy.
 There has been a small decline in F&B revenue which is due to the decline in walk in guests.
 Due to current covid situation there was decline in total sales of Trident Udaipur, because the
tariff had to be reduced for the minimum guests who stayed during this period. Tariff had to
be reduced to meet the expenses of the hotel.
 There was a 16% increase in room expenses as mandatory covid related protocol had to
maintained as per the hospitality industry norms and guidelines issued by the government of
India from time to time, which resulted in the purchase of PPE KITS, Disposable Face Mask,
Disposable Gloves, Hand Sanitizers are other covid related room products.
 A 20% increase in food sales and a 20% decrease in beverage sales was noted as there was a
decline in beverage (liquor) sales which indicates the inhouse guests were more conscious of
their expenditure during their stay at Trident Udaipur.
 During this pandemic period science there were no flights special guest packages had to be
implemented to lure guests, for which the chauffeurs had to be sent for pickup and drop of
guests to all adjoining states- Gujarat, Delhi, Madhya Pradesh and to various districts of
Rajasthan due to which staff expenses like meals, toll-fee, extra hours worked had to be
reimbursed.
 Sales & Marketing Expenses had seen a steep increase of 3.72% from 0.91% in the previous
year because new packages had to be implemented and the sales team were sent to adjacent
states for marketing.

 This pandemic period was the best period for the hotels to make over and complete all the
repair and maintenance work which resulted an increase in R&M related expenses by 4%.

24
 Chapter 5

Conclusion
It is very difficult to give a precise conclusion during this pandemic period as there seems to be a
wobbling shift in analysing the hotel’s financial position – budgeting, future cost planning, and
forecasting for two consecutive financial years.

Moreover, I have personally observed that the finance department has been finding it very difficult to
keep the bank account in sync, streamlining the payables and receivables, analysing department wise
expenses, recuring dews, while keeping a tab on occupancy percentage, room sold, avg. daily rate
(ADR), RevPAR, room revenue and guest satisfaction surveys, staff management, operating budgets,
and financial benchmarking.

Like Trident Udaipur, every 3 stars and the 5-star hotel has been shaping the hotel business and
powering up the operational and financial performance in a very unique way which none of the
hotels in this industry has done before in history.

Future prediction of revenue and expenses while handling the operations in the best possible manner
seems to be a daily tedious task during this uncertain period.

From my personal observations, turning the budgeted data into better visualisation and utilization,
while alerting on pending or overdue payments and receipts needs expertise in manging the
fluctuating uncertain conditions.

During this pandemic period Trident Udaipur and Ananta Hotel too had to lay off some employees
which resulted as fear in other existing employees of losing their job anytime which also effected to
unleash their potential to the fullest.

However, real time glance on the hotel occupancy, ADR, RevPAR, revenue statistics, profits, GSSR
will help hoteliers make fact-based decisions that will improve their business; for, financial
statements are the records that convey the financial position and performance of the hotel for a
certain period of time especially the pandemic period.

In the last 30 years, hotel revenue management has gained the status of the mainstream research area.
It is constantly developing, driven largely by evolving nature of revenue management practices
applied by accommodation establishments.

The above framework illuminates the impact of the coronavirus pandemic on the revenue
management practices and financial performance of the INDIAN HOSPITALITY INDUSTRY. Past
theoretical justifications and empirical studies of hotel management throw light in identifying the
current theoretical framework. Revenue Management Practices and Financial Performance Metrics
have been adopted from past researchers, modified and accustomed as proposed. The three main
prepositions are made:

1) The present work advances a theoretical framework that creates opportunities for future study.
2) The paper does not present a completely new framework for RM Practices of Trident Udaipur &
Ananta Udaipur, rather only proposes a theoretical framework that can guide the practice and
development of hypotheses and research on the RM Practices of these hotels.
3) Based on the literature from other academic disciplines, the paper strengthens the collective
evidence for the conceptualization and description of RM and Financial Performance.

25
Travel has always been a high touch industry, and delivering the high touch requires a very good
ability to forecast based on past trends. However, no other industry had to deal with disruption at the
scale of travel.

The domestic hospitality sector was affected by the coronavirus pandemic, the consequences of
continued volatility in restrictions, non-uniform vaccinations, rising cases, disturbing schedules, etc
caused a major decline in the revenues both in terms of domestic customers and international
travellers. FY20 has allowed rate Gain to once more go back to its strengths of accelerating gears to
build up a new approach to cover up the challenge. Unfortunately, the travel companies are leading up
to the US $ 37 BN in revenues annually due to the fragmentation.

While the pandemic is continuing, the changes to the workplace, energizing employees through
innovative virtual events, are taking up now as a continuous practice, to help employees cope up with
the new working events. Such practices are now being balanced through higher ENPS and NPS
scores.

The hospitality sector in India was previously a laggard in adopting technology, but the pandemic has
forced it to drive in a plus point inefficiencies between different functions.

Plans of Indian Hospitality Industry to go ahead:

1) Bounce back in travel after the pandemic phase.
2) Fast-tracking online travel due to the pandemic.
3) Need for more reliable insights and data as historical records become redundant.

Thus, the Indian Hospitality Industry, which was the worst hit by a pandemic is expected to complete
its recovery by the end of FY22 in the revenue and occupancy terms, whereas in the terms of
bookings, we are already seeing good indicators of the recovery by the Q3 FY21.

Finally, I would like to add few of my suggestions to this project as per my understanding.

 Hotels could start take way or home delivery of food and cakes

This would enable hotels lure new customers and have a new crowd visiting the hotel after the
lockdown restrictions gets lifted.
The hotels could prove and exhibit various cuisines which could be in the form of ala-carte or menu.

 The hotel car could be provided for lease

As the hotel car lay vacant, they could be brought to use by leasing them on daily, weekly, or monthly
basis for the high-end customers who travel frequently to various states like Delhi, Mumbai, Gujarat,
etc.,

 Selling of scrap

This could be the best time for the hotels to get rid of the scrap which had piled up over the years, and
could make a lumpsum amount out of it. As these actives require time and labour this period could
have proved as the right time to deep clean and use the employees in these activities.

 Sale of deadstock capex items.

These items could be motors, table and chairs, laptops or desktops, cutlery.

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 BIBLIOGRAPHY

 External Sources
 https://www.oberoihotels.com/
 https://www.tridenthotels.com/
 https://www.anantahotels.com/
 https://scholar.google.co.in/scholar?q=impact+of+covid+19+on+hospitality+i
ndustry&hl=en&as_sdt=0&as_vis=1&oi=scholart

 JOURNAL OF HOSPITALITY AND TOURISM RESEARCH

 JOURNAL OF SERVICE INDUSTRIES RESEARCH
 JOURNAL OF HOSPITALITY AND FINANCIAL MANAGEMENT
 JOURNAL OF REVENUE AND PRICING MANAGEMENT
 OFFICIAL WEBSITE OF TRIDENT & ANANTA

 Internal Sources

 Provisional Profit & Loss Statement (Ananta Udaipur)

 Comparative Profit & Loss Statement (Trident Udaipur)

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