MERITS OF A FIVE STAR HOTEL IN CO-OPERATIVE

SECTOR: WAYANAD, KERALA - A CASE STUDY

(Research report submitted in partial fulfillment of the award of Degree in B.Sc.

of Hotel Management and Catering Science, University of Calicut)

RESEARCH REPORT

Submitted By:
SANGEETH P
B.Sc. HM &CS (2018-2021)
REG.NO: CCASSCT025

UNDER THE GUIDANCE OF

Prof. TOYBE JOSEPH
(Assistant Professor, Department of Hotel Management)

CHRIST COLLEGE (AUTONOMOUS)

Irinjalakuda, Thrissur Dist.:680125
(Affiliated to the University of Calicut)
 CERTIFICATE

This is to certify that the research submitted on the topic Merits of a five star hotel in co-
operative sector: Wayanad, Kerala - A case study is a bonafide record of work
done by Mr. SANGEETH P, Reg.No: CCASSCT025 Final year B.Sc. HM & CS
student towards partial fulfillment of his final year Bachelor Degree in Hotel
Management at Christ College (Autonomous), affiliated to the University of
Calicut during 2018-2021 academic year.

Prof. Toybe joseph Prof. Toybe Joseph

(Research Guide) (H.O.D)

Submitted on for the research Viva-Voice held at Christ College Autonomous,

Irinjalakuda

Internal Examiner External Examiner

 CERTIFICATE OF THE RESEARCH GUIDE

This is to certify that the Research work titled Merits of a five star hotel in co-
operative sector: Wayanad, Kerala - A case study is a bonafide record of work
done by Mr. SANGEETH P, Reg. No: CCASSCT025 for the partial fulfillment
of the requirements for the award of Degree in Bachelor of Science in Hotel
Management, under University of Calicut, carried out his study under my
guidance. This research work is original and has not formed any basis prior to this
for the award of any Diploma/ Degree under this University/ Institution. Therefore,
this Research Work is completely currently and correct.

Prof. Toybe joseph

(Research Guide)
 DEDICATION

I would like to dedicate this research work to God almighty, my parents,

my teachers, my friends and those who all supports me and help me to this research.
Without their support this project would not have been completed. I would like to
extent my heartiest thanks to all those who have inspired me, helped me to make this
research works a dream come true.

Thanking You...........
 STUEDENT'S DECLARATION

I, SANGEETH P, hereby declare that the research work titled “Merits of a five
star hotel in co-operative sector: Wayanad, Kerala - A case study” is the original
work done by me and submitted to the University of Calicut in partial fulfillment
for the award of Degree of Bachelor of Science in Hotel Management, is a record
of original work done by me under the supervision Prof. Toybe joseph, Assistant
Professor, Department of Hotel Management, Christ College, Autonomous
Irinjalakuda.

Date: Signature of Student

Irinjalakuda Sangeeth. P
 ACKNOWLEDGEMENT

I take this opportunity to sincerely thank Prof. Toybe joseph for being my
research guide and for being my coordinator for their timely valuable contribution
and keen observation in the completion of my research, which would not have been
completed without their help and assistance. I also would like to utilize this
opportunity to thank our Principal Rev Fr. Dr. Jolly Andrews, H.O.D Prof. Toybe
Joseph, and all faculty members of Dept. Of Hotel Management for their timely
contribution and co-operation given to me and at the last not the least would also
thank all the respondents who contributed their valuable time to answer my
questions, thus helped me to take my research to suitable conclusion
 CONTENTS

SL NO PARTICULARS PAGE NO.

1 Introduction and Abstract 1-8
2 Objectives of the study 9-10
3 Scope of the study 11-12
4 Review of Literature 13-49
5 Research Methodology 50-53
6 Data Analysis 54-70
7 Findings of the Research 71-72
8 Conclusion 73
9 Suggestion and Recommendations 74-75
10 Bibliography 76-79
INTRODUCTION

1
 INTRODUCTION

A hotel is an establishment that provides paid lodging on a short-term basis. Facilities

provided inside a hotel room may range from a modest-quality mattress in a small room to large
suites with bigger, higher-quality beds, a dresser, a refrigerator and other kitchen facilities,
upholstered chairs, a flat screen television, and bathroom. Small, lower-priced hotels may offer
only the most basic guest services and facilities. Larger, higher-priced hotels may provide
additional guest facilities such as a swimming pool, business center (with computers, printers,
and other office equipment), childcare, conference and event facilities, tennis or basketball
courts, gymnasium, restaurants, day spa, and social function services. Hotel rooms are
usually numbered (or named in some smaller hotels and B&Bs) to allow guests to identify their
room. Some boutique, high-end hotels have custom decorated rooms. Some hotels offer meals as
part of a room and board arrangement. In the United Kingdom, a hotel is required by law to serve
food and drinks to all guests within certain stated hours. In japan, capsule hotels provide a tiny
room suitable only for sleeping and shared bathroom facilities.

The precursor to the modern hotel was the inn of medieval Europe. For a period of about
200 years from the mid-17th century, coaching inns served as a place for lodging for coach
travelers. Inns began to cater to richer clients in the mid-18th century. One of the first hotels in a
modern sense was opened in Exter in 1768. Hotels proliferated throughout Western
Europe and North America in the early 19th century, and luxury hotels began to spring up in the
later part of the 19th century.

Hotel operations vary in size, function, complexity, and cost. Most hotels and major
hospitality companies have set industry standards to classify hotel types. An upscale full-service
hotel facility offers luxury amenities, full-service accommodations, on-site restaurants, and the
highest level of personalized service, such as a concierge, room service and clothes pressing
staff. Full hotels service often contains upscale full-service facilities with many full-service
accommodations, an on-site full-service restaurant, and a variety of on-site amenities.
Boutique hotels are smaller independent, non-branded hotels that often contain upscale facilities.
Small to medium-sized hotel establishments offer a limited amount of on-site amenities.
Economy hotels are small to medium-sized hotel establishments that offer basic accommodations

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with little to no services. Extended stay hotels are small to medium-sized hotels that offer longer-
term full service accommodations compared to a traditional hotel.

Timeshare and destination clubs are a form of property ownership involving ownership of
an individual unit of accommodation for seasonal usage. A motel is a small-sized low-rise
lodging with direct access to individual rooms from the car park. Boutique hotels are typically
hotels with a unique environment or intimate setting. A number of hotels have entered the public
consciousness through popular culture, such as the Ritz hotel in London. Some hotels are built
specifically as destinations in themselves, for example casinos and holiday resorts.

Most hotel establishments are run by a General manager who serves as the head
executive (often referred to as the "Hotel manager"), department heads who oversee various
departments within a hotel (e.g., food service), middle managers administrative staff, and line-
level supervisors. The organizational chart and volume of job positions and hierarchy varies by
hotel size, function and class, and is often determined by hotel ownership and managing
companies.

The word hotel is derived from the French hôtel (coming from the same origin
as hospital), which referred to a French version of a building seeing frequent visitors, and
providing care, rather than a place offering accommodation. In contemporary French
usage, hôtel now has the same meaning as the English term, hôtel parteculier is used for the old
meaning, as well as "hôtel" in some place names such as hôtel-Dieu (in Paris), which has been a
hospital since the Middle ages. The French spelling, with the circumflex, was also used in
English, but is now rare. The circumflex replaces the’s’ found in the earlier hostel spelling,
which over time took on a new, but closely related meaning.

Here, a hotel is coming in co-operative sector, building by the LADDER (land Reform &
Co-op society ltd) group in Kalpetta, Wayanad. It is the first 5 star hotel cum resort project in
Kerala coming under the co-operative sector. It will be a seasonal hotel because Wayanad is a
tourist place. The hotel is in the town area and tourists can travel much easier. Wayanad have
about 50-60 tourist places so about 1000 tourists are coming on each day.it is stands in 405.46
cents. So it have 64 rooms and other facilities such as spa, swimming pool, gym, bar, massage
room etc.

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 We have completed our market research to assess the potential market feasibility for the
construction of a proposed hotel to be developed in Co-operative sector. As part of this study,
LADDER was asked to form an opinion on site location, size, market scale of property, and
potential branding of the proposed hotel. The conclusions formed for this study are intended to
be taken a first step towards securing a developer or franchise group to pursue the project to its
conclusion. This analysis addresses the level of demand for business, leisure, and social event-
based hotel accommodations for the proposed hotel property that emanates from the immediate
market; results of our research of local industry, market trends and competitive properties; and
our conclusions on market feasibility of hotel development for the subject property. Our analysis
included identification of a competitive set of properties and determination of the performance of
properties in the local market. The identification of a competitive set of properties and
determination of performance of this competitive set was followed by interviews and research to
identify the local sources of demand and other sources of business in the area. We also analyzed
and projected the absorption rate for other new developments in the regional hotel market,
researched the performance statistics on the hotel industry in the district,& proposed projects
under discussion deemed as relevant or competitive; and prepared performance data for the
property based on market trends, responses from the interviews and projections of overall market
performance.

This study and report do not include the possible impact of government restrictions or
environmental regulations on the project except those set forth in this report. This market
feasibility study has been specifically designed to address the potential operation of the proposed
property as a limited service hotel with appropriate service levels, amenities and furnishings. It is
intended for the use of the principals of the project, its advisors and other principals in the
analysis of the market and economic feasibility of providing equity and obtaining financing for
this project and in the analysis of the economics of pursuing the development as described
herein. Neither our name nor the material submitted may be included in any public offerings or
in any debt or equity prospectus in connection with the sale of securities or participation interest
to the public without our express written permission. We would be pleased to hear from you if
we can be of any further assistance in the interpretation and application of our findings and
conclusions. There are some key points of marketing & they are:

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 • Market research: Collect, organize, and write down data about the market that is currently
buying the product(s) or service(s) you will sell Market dynamics, patterns including
seasonality.
• Customers - demographics, market segment, target markets, needs, buying decisions.
• Product - what's out there now, what's the competition offering.
• Current sales in the industry.
• Benchmarks in the industry.
• Suppliers - vendors that you will need to rely on.
• Target market: Find niche or target markets for your product and describe them
• Pricing, positioning & branding: From the information you've collected, establish
strategies for determining the price of your product, where your product will be
positioned in the market and how you will achieve brand awareness.
• Marketing goals: Establish quantifiable marketing goals. This means goals that you can
turn into numbers.
• Marketing strategies to consider:
• Networking - go where your market is.
• Direct marketing - sales letters, brochures, flyers.
• Advertising - print media, directories.
• Training programs - to increase awareness.
• Write articles, give advice, become known as an expert.
• Direct/personal Selling

The co-operative movement in Kerala has a long history. The movement started in Kerala
long before the attainment of independence. In 1946 there were 1669 co-operative societies with
a share capital of 32 lakhs of rupees. There are at present about 14000 co-operative societies
under the Registrar of Co-operative Societies. Of these 10,503 societies function satisfactorily.
They include the apex institutions like the State Co-operative Bank, the State Agricultural and
Rural Development Bank, 14 District Co-operative Banks, 60 Urban Banks, 48 Primary
Agricultural and Rural Development Banks and 1602 primary Lending Societies. The total
deposit in the co-operative sector is 40,000 crores. About 75% of this is distributed as loans.

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 Co-operative institutions were developed in Kerala as a result of mass struggles and peoples'
participation. Compared to the movements in other States, the co-operative movement in Kerala
is more comprehensive and creative. Land reforms have played a great role in Kerala's
development. Along with this co-operative movement has played a great role in freeing the
people from the clutches of illicit money lenders who extracted heavy interests.

Apart from functioning as a service sector, the co-operative movement also serves as an
employment sector also. About 40,000 persons are employed in the co-operative societies
coming under the jurisdiction of the Registrar of Co-operative Societies. If all the employees
working in the entire co-operative sector are taken together, it may exceed one lakh. It has great
importance as a sector which employs an enormous number of employees both directly and
indirectly.

The co-operative sector in Kerala is a wide spread one. It plays its role in the traditional,
money lending, marketing, consumer, housing, women's welfare, educational, health and
construction sectors. The functioning of these institutions help to provide the people services of
various kinds at low cost. The CPI (M) has formulated policies to encourage this sector.
Whenever the CPI (M) led governments come to power, progressive measures were adopted to
protect this sector. It was the CPI (M) led government which enacted the Kerala Co-operative
Amendment Act in 1999. It is an important step forward. This Act had modernized the co-
operative sector and raised it to a level where it can overcome the challenge of new times.

The construction is stopped temporarily due to the COVID-19 virus spreading all over
Kerala.

The COVID-19 impact I predicted to derail the future growth of India tourism and hospitality
industries. As a result of no countries will permit their citizens to travel in the countries which
are affected by the virus. This results in enormous loss which these industries can bear in the
future. The COVID-19 impact is predicted to derail future growth of Indian tourism and
hospitality industries as a result of no countries will permit their citizens to travel in the countries
which are affected by the virus. This results in enormous loss which these industries can bear in
the future

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 • In mid of May, Kerala Tourism Minister Kadakampally Surendran said that the state’s
tourism sector has incurred a loss of Rs 15,000 crore due to the coronavirus-induced
lockdown
• During April-June, the Indian tourism industry is expected to book a revenue loss of Rs
69,400 crore, denoting a year-on-year loss of 30%.

Kerala one of the most favored destinations for tourists is in a position where the tourism
industry can’t survive. The COVID-19 cases reported are increasing daily. Along with this, the
mass spread of the virus in the state and the nation has put the state in a place to suspend tourism
for international and other state guests. The strict measures taken to protect the citizens of the
state is at a direct conflict of the tourism industry. Even domestic tourists are preferring to play it
safe as the virus outbreak is spreading fast. Hoteliers are the worst hit as the operational cost has
gone up and the tariff has not been hiked after the Nipah outbreak in 2018. There is retrenchment
even in online portals.

Keeping all these aside India is a favored place for travellers and tourists in Asia. India has
fascinated people from all over the world with her secularism and her culture. Hence, India is a
country with great tourism potential. Bounded by the Himalayan ranges in the north and
surrounded, on three sides by the sea, India offers a wide array of places to see and things to do.
The enchanting backwaters, hill stations and landscapes make India a beautiful country

There are historical monuments, beaches, places of religious interests, hill resorts, etc. that
attracts tourists. Every region is identified with its handicrafts, fairs, folk dances, music and its
people. Tourism is the second largest foreign exchange earner in India. The tourism industry
employs a large number of people, both skilled and unskilled. It promotes integration and
international brotherhood.

Tourism is highly labor intensive industry of a unique type. It provides different services
needed as well as expected by the incoming tourists. At the world level, it is one of the largest in
terms of money spent by tourists in the countries they visit. The amount said to exceed the GNP
of many countries with the scale exception of the USA. According to the latest estimates of the

7
world travel and tourism council, the industry is expected to generate about 6 per cent of India's
total employment.

Longer is their stay, more money they will spend and their earning is passed on to us. As the
same time, the creative items like art pieces fabrics in indigenous designs including heavy goods
like carpets and a lot more, do not fail to carry an appeal for the sightseers. Their sale in India
itself is an additional advantage. By exporting the same product through an agent, our profit gets
reduced. Next to ready-made garments, gems and jewelry, tourism is our largest export item in
terms of earnings. In 2005 the Indian Tourism Development Corporation (ITDC) started a
campaign called 'Incredible India' to encourage tourism in India. For better growth, the
department divided different places into different sections like 'spiritual tourism',' spa tourism',
'co-tourism' and 'adventure tourism. As the Indian healthcare sector develops, a new term has
been coined 'medical tourism', which is the process of people from all corners of the world
visiting India to seek medical and relaxation treatments. According to research reports of Indian
Healthcare Sector, the medical tourism market is valued to be worth $310 million with foreign
patients coming by 100,000 every year. Medival tourists choose India as their favourite
destination because of the key opportunities in the Indian healthcare sector in the form of
effective infrastructures and technology. The health insurance market and national medical
systems here are well developed, which is convenient for visitors from the west and the Middle
East. They also find hospital expenses very affordable.

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OBJECTIVES OF THE STUDY

9
 OBJECTIVES

• To study market feasibility of the hotel.

• To learn the advantages to the customer in terms of money when the hotel is under a co-
operative society.

10
SCOPE OF STUDY

11
 SCOPE OF STUDY

• Increases job opportunities.

• Helps in the development of the destination and its surrounding areas.
• Increases the economy of the district.

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REVIEW OF LITERATURE

13
 REVIEW OF LITERATURE

Hotel is a commercial establishment providing lodging, meals, and other guest services.
In general, to be called a hotel, an establishment must have a minimum of six letting bedrooms,
at least three of which must have attached (ensuite) private bathroom facilities. Although hotels
are classified into 'Star' categories (1-Star to 5-Star), there is no standard method of assigning
these ratings, and compliance with customary requirements is voluntary. A US hotel with a
certain rating, for example, is may look very different from a European or Asian hotel with the
same rating, and would provide a different level of amenities, range of facilities, and quality of
service.

Whereas hotel chains assure uniform standards throughout, non-chain hotels (even within
the same country) may not agree on the same standards. In Germany, for example, only about 30
percent of the hotels choose to comply with the provisions of the rules established by the German
Hotels & Restaurants association. Although both WTO and ISO have been trying to persuade
hotels to agree on some minimum requirements as world-wide norms, the entire membership of
the Paris-based International Hotel & Restaurant (IH&RA) opposes any such move.

According to IH&RA, to harmonize hotel classification based on a single grading (which is

uniform across national boundaries) would be an undesirable and impossible task. As a rough
guide:

• A 1-Star hotel provides a limited range of amenities and services, but adheres to a high
standard of facility-wide cleanliness.
• A 2-Star hotel provides good accommodation and better equipped bedrooms, each with a
telephone and attached private bathroom.
• A 3-Star hotel has more spacious rooms and adds high-class decorations and furnishings
and color TV.
• It also offers one or more bars or lounges.
• A 4-Star hotel is much more comfortable and larger, and provides excellent cuisine (table
d'hote and Ala carte), room service, and other amenities.
• A 5-Star hotel offers most luxurious premises, widest range of guest services, as well as
swimming pool and sport and exercise facilities.

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 Classifying hotels into different types is not an easy task. This industry is so diverse that
many hotels are not fit into a single well defined category. Hotels can be classified into various
ways. Based on the criteria for classification. These criteria could be

• Location
• Size of property
• Length of stay
• Target market
• Level of service
• Theme

BASED ON LOCATION

• City Centre /down town hotels : these are located in the heart of the city. Within a short
distance of the shopping areas, theatres, public buildings, business centers and such rates
in these hotels are normally high due to their locational advantage. E.g. : Taj hotel,
Mumbai
• Suburban hotels: located in the suburbs, these have the advantage of quieter
surroundings. Rates here are low when we compare to down town hotels. Such hotels are
ideals for budget travellers
• Airport hotels: these are hotels set up near airports they cater to mainly transit guests,
who might have to stay over at the hotel between flights.
• Motels: The hotel which located in primarily on highways. they provide lodging to
highway travellers. The length of stay is usually overnight most motels provide parking
facility and may be located near petrol stations.
• Resort hotels: These cater to people who want to relax and enjoy themselves at a hill
station near the sea shore and on. Therefore resort hotels may have be variously called
health resorts, hill resorts, beach resort, summer resorts, winter resorts. E.g. : Bangeran
island resort.
• Forest hotels: these are located with a forest range and cater to tourist visiting the forest
area.

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• Floatels: As the name implies these are hotels establishments on luxury lines or ships.
Rivers big lakes and sea are ideal spot for such hotels.
• Rotels: these are hotels on wheels. There are some trucks also change their interiors in to
rooms like in the hotel. They are normally used by small group of travellers to visit
various places by road. E.g. : palace on wheels, Deccan odyssey.
• Boatels: A house boat hotel is a example for boatel that offers small but luxurious
accommodation to travellers in lakes and waterways. E.g. : Shikaras in Kashmir,
Kettuvallams in Kerala.

BASED ON TARGET MARKET

• Commercial hotels: these hotels cater mostly to businessmen and are typically designed
on the European plan. They are situated in the heart of the city in busy commercial areas
.increased business E.g. : The Oberoi towers, Mumbai .
• Convention hotels: These hotels have a large convention complex and cater to people
attend a convention, conference of similar event. Convention Centre in south India E.g. :
Le meridian cochin.
• Resort hotels: These cater to people who want to relax and enjoy themselves at a hill
station near the sea shore and on. Therefore resort hotels may have be variously called
health resorts, hill resorts, beach resort, summer resorts, winter resorts. E.g. : Bangeran
island resort.
• Suite hotels: these hotels offer rooms that may include a compact kitchenette complete
with utensils, refrigerator and microwave oven as well as a wet bar they have fewer guest
services than other hotels. They cater to people who are relating act as home away from
home for frequent travellers and are suitable for professionals such as lawyers,
accountants during a longer business stay. Most convenient hotels have a few rooms that
can be classified as suite hotels.
• B & B hotels: A European concept bed and breakfast hotels range from houses with a few
rooms converted into overnight facilities to small commercial building with 20-30 guest
rooms. The owner usually lives on premises and is responsible for serving breakfast to
guests. The breakfast may range from a simple continental to a multi course meal. Most

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 B&B hotels offer breakfast only. Since meeting rooms, laundry and dry clean services,
lunch and dinner.
• Extended stay hotels: these hotels are similar to suite hotels but usually offer kitchenette
amenities in the room which suite hotels usually do not. They are designed for travellers
who intend to stay for five day or longer and require reduced hotel services extended stay
hotels usually do not provide uniformed services and often do not provide food,
beverages or guest laundry services. Room rates here are determined by the length of
stay.
• Casino hotels: hotels with predominantly gambling facilities may be categorized as a
district group although the guest rooms and the food and beverages in those hotels may
be quite luxurious their functions are secondary to and supportive of the casino
operations. Until recently guestroom and F&B facilities of a casino hotel were not
expected to earn a profit. Those hotels tend to cater to leisure and vacation travellers
gambling activities at same casino hotels operate 24 hours in a day and 365 days in a
year. They also provide chartered flight for guests.
• Time shares: these are sometimes referred to as vacation interval hotels. Time share
properties involve individual the ownership of accommodations for a specific period of
time. usually one or two week a year. These owner then occupy the unit during that time
owners may also have the unit rented out by the management company that operates the
hotels. E.g. :club Mahindra holiday resorts across India.
• Condominiums: condominium hotels are similar to time share hotels. The difference
between the two lies in the type of ownership. Each year owners inform the management
company of when he or she wants to occupy the unit. the unit reminds of the year.
• Service apartments/ Corporate lodgings: these are designed for guests wishing to stay for
longer periods of time often up to six month or longer guests often include business
executives moving from one city to another as well as consultants on temporary
assignments corporals training programs and special projects connected with movie or
sporting events. Corporate lodging usually provides fully furnished apartments for guest.

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 BASED ON SIZE OF PROPERTY

• Small hotels: hotels with 25 rooms and less may be termed small hotel. However abroad,
hotels with less than 100 rooms are considered small hotels.
• Medium sized hotels: hotels with 25-100 rooms may be called medium sized in India,
abroad hotels with 100-300 rooms are considered as medium sized hotel.
• Large hotel: in India hotels with 101-300 rooms may be called as large hotel. In abroad
hotels with 400-600 rooms are considered as large hotel.
• Very large hotels: in India hotels with more than 300 rooms may be called very large
hotels. In abroad hotels with 600-1000 rooms may be called very large hotels.
• Mega hotels: hotels with more than 1000 rooms are called mega hotels.
• Chain hotels: these are groups that have hotels in a number of locations in India. there are
three Indian hotel chains and some off other foreign chains also. E.g. : Taj hotel group,
Oberoi groups, ITC welcome groups(these are the Indian hotel chains.). Le meridian
hotel group, Hyatt, Marriott, Sheraton groups (foreign hotel chains.).

BASED ON LEVEL OF SERVICE

• Economy/Budget hotels: These properties focus on meeting the most basic needs of
guests by providing clean, comfortable and inexpensive rooms.
• Mid-scale/Mid-market hotels: hotel offering mid-market service appear to the largest
segment of the travelling public. A fast growing segment in the mid-market category is
the suit hotels, that offer a small living room or parking area with a grouping of
appropriate furniture and a small bedroom with a king sized bed some suite hotels include
a compact kitchen complete with cooking utensils, refrigerator etc.
• Luxury hotels: these offer world class services providing upscale restaurants and lounges
exquisite decor, concise services, dining facilities etc. in addition these guest rooms in the
mid-market service category. Primary markets for these hotels are business executives
and high ranking political figures.

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BASED ON LENGTH OF STAY

• Transient hotels: these are hotels where as guest can register for a day. They are usually
situated near airports, sea ports etc. they are five star hotels too. They may offer travel
agencies, car rentals etc. and room rate is high.
• Residential hotels: these are the hotels which guest can stay for a minimum period of
time (1 month – 2 year). The rent can be paid as monthly or quarterly but never on a daily
basis. The room include a sitting room, bedroom and a kitchenette. They cater clients
staying away from home for a longer period of time.
• Semi-residential hotels: hotels which incorporate the features of both transient and
residential hotels.

BASED ON THEME

• Heritage hotels: among tourism recent gains in India has been the launch of unique
heritage hotels. palaces/castles/forts/havelies/hunting loges/ residence of any size built
prior to 1950. The facade, architectural features and general construction should have the
distinctive qualities and ambience in keeping with the traditional way of life of the area.

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 • Ecotels: Ecotel is a new concept in hospitality that claims to work for environment
protection and preservation. They recycle things, ask customers to reuse towels, etc. All
eco-certified hotels must pass a detailed inspection and satisfy stringent criteria designed
by environmental experts.
• Boutique hotels: A boutique hotel is a small hotel which typically has between 10 and
100 rooms in settings with upscale accommodations and individualized unique selling
points. A Boutique Hotel is a small and intimate hotel, helt in a stylish design decor with
a personal note. It has a unique character and distinguishes itself from other hotel brands.
It it true to its heritage, it provides guests with great and ultra-personalized service and is
typically situated in a fashionable urban location.
• Spas: A Spa Hotel is a hotel with the primary purpose of providing individual services
and treatments for Spa seeking clients, with a focus on health. A Spa Hotel typically
offers luxurious spa facilities, signature spa treatments (massages, facials and body
treatments) specific to that Spa/ Hotel only and a higher level of amenities and customer
service (luxurious brand of Spa products and cosmetics, personal guidance through the
Spa, tea service, etc.). Spa Hotels usually offer facilities like steam, sauna, fitness
facilities, and a swimming pool.

MARKETING

Marketing research is the function that links the consumer, customer, and public to the
marketer through information–information used to identify and define marketing opportunities
and problems; generate, refine, and evaluate marketing actions; monitor marketing performance;
and improve understanding of marketing as a process. Marketing research specifies the
information required to address these issues, designs the method for collecting information,
manages and implements the data collection process, analyzes the results, and communicates the
findings and their implications. There are 6 types of marketing & they are:

• Influencer Marketing: According to the Association of National Advertisers (ANA),

influencer marketing focuses on leveraging individuals who have influence over potential
buyers and orienting marketing activities around these individuals to drive a brand
message to the larger market. In influencer marketing, rather than marketing directly to a

20
 large group of consumers, a brand inspires or compensates influencers (which can
include celebrities, content creators, customer advocates, and employees) to get the word
out on their behalf.
• Relationship Marketing: According to the Association of National Advertisers (ANA),
relationship marketing refers to strategies and tactics for segmenting consumers to build
loyalty. Relationship marketing leverages database marketing, behavioral advertising and
analytics to target consumers precisely and create loyalty programs.
• Viral Marketing: Viral marketing is a marketing phenomenon that facilitates and
encourages people to pass along a marketing message. Nicknamed “viral” because the
number of people exposed to a message mimics the process of passing a virus or disease
from one person to another.
• Green Marketing: Green marketing refers to the development and marketing of products
that are presumed to be environmentally safe (i.e., designed to minimize negative effects
on the physical environment or to improve its quality). This term may also be used to
describe efforts to produce, promote, package, and reclaim products in a manner that is
sensitive or responsive to ecological concerns.
• Keyword Marketing: Keyword marketing involves placing a marketing message in front
of users based on the specific keywords and phrases they are using to search. A key
advantage of this method is that it gives marketers the ability to reach the right people
with the right message at the right time. For many marketers, keyword marketing results
in the placement of an ad when certain keywords are entered.
• Guerilla Marketing: Guerilla marketing describes an unconventional and creative
marketing strategy intended to get maximum results from minimal resources.

4 P’S OF MARKETING

• Product: A product is defined as a bundle of attributes (features, functions, benefits, and

uses) capable of exchange or use; usually a mix of tangible and intangible forms. Thus a
product may be an idea, a physical entity (a good), or a service, or any combination of the
three. It exists for the purpose of exchange in the satisfaction of individual and

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 organizational objectives. While the term “products and services” is occasionally used,
product is a term that encompasses both goods and services.
• Price: Price is the formal ratio that indicates the quantity of money, goods, or services
needed to acquire a given quantity of goods or services.It is the amount a customer must
pay to acquire a product.
• Place (Or Distribution): Distribution refers to the act of marketing and carrying products
to consumers. It is also used to describe the extent of market coverage for a given
product. In the 4Ps, distribution is represented by place or placement.
• Promotion: According to the Association of National Advertisers (ANA), promotion
marketing includes tactics that encourage short-term purchase, influence trial and
quantity of purchase, and are very measurable in volume, share and profit.

CRITICISMS

One of the limitations of the 4Ps approach is its emphasis of an inside out-view. An
inside-out approach is the traditional planning approach where the organisation identifies its
desired goals and objectives, which are often based around what has always been done.
Marketing's task then becomes one of "selling" the organization's products and messages to the
"outside" or external stakeholders. In contrast, an outside-in approach first seeks to understand
the needs and wants of the consumer.

From a model-building perspective, the 4 Ps has attracted a number of criticisms. Well-

designed models should exhibit clearly defined categories that are mutually exclusive, with no
overlap. Yet, the 4 Ps model has extensive overlapping problems. Several authors stress the
hybrid nature of the fourth P, mentioning the presence of two important dimensions,
"communication" (general and informative communications such as public relations and
corporate communications) and "promotion" (persuasive communications such as advertising
and direct selling). Certain ma optional variables and, therefore, also exhibit some overlap.

Other important criticisms include marketing activities, such as personal selling, may be
classified as either promotion or as part of the place (i.e., distribution) element. Some pricing
tactics, such as promotional pricing, can be classified as price variables that the marketing mix

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lacks a strategic framework and is, therefore, unfit to be a planning instrument, particularly when
uncontrollable, external elements are an important aspect of the marketing environment.

Modifications and extensions

To overcome the deficiencies of the 4P model, some authors have suggested extensions or
modifications to the original model. Extensions of the four P's are often included in cases such as
services marketing where unique characteristics (i.e. intangibility, perishability, heterogeneity
and the inseparability of production and consumption) warrant additional consideration factors.
Other extensions have been found necessary for retail marketing, industrial marketing, and
internet marketing include "people", "process", and "physical evidence" and are often applied in
the case of services marketing. Other extensions have been found necessary in retail marketing,
industrial marketing and internet marketing.

• Physical- the environment customers are in when they are marketed to

• People- service personnel and other customers with whom customers interact with. These
people form part of the overall service experience.
• Process- the way in which orders are handled, customers are satisfied and the service is
delivered.
• Physical Evidence- the tangible examples of marketing that the customer has encountered
before buying the advertised product
• Productivity- the ability to provide consumers with quality product using as few
resources as possible.

The 4Cs

In response to environmental and technological changes in marketing, as well as criticisms

towards the 4Ps approach, the 4Cs has emerged as a modern marketing mix model.

• Consumer (or Client): The consumer refers to the person or group that will acquire the
product. This aspect of the model focuses on fulfilling the wants or needs of the
consumer.
• Cost: Cost refers to what is exchanged in return for the product. Cost mainly consists of
the monetary value of the product. Cost also refers to anything else the consumer must

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 sacrifice to attain the product, such as time or money spent on transportation to acquire
the product.
• Convenience: Like "Place" in the 4Ps model, convenience refers to where the product
will be sold. This, however, not only refers to physical stores but also whether the
product is available in person or online. The convenience aspect emphasizes making it as
easy as possible for the consumer to attain the product, thus making them more likely to
do so.
• Communication: Like "Promotion" in the 4Ps model, communication refers to how
consumers find out about a product. Unlike, promotion, communication not only refers to
the one-way communication of advertising, but also the two-way communication
available through social media.

INTERNAL INFLUENCES ON MARKETING OBJECTIVES

• Corporate objectives: As with all the functional areas, corporate objectives are the most
important internal influence. A marketing objective should not conflict with a corporate
objective
• Finance: The financial position of the business (profitability, cash flow, liquidity) directly
affects the scope and scale or marketing activities.
• Human resources: For a services business in particular, the quality and capacity of the
workforce is a key factor in affecting marketing objectives. A motivated and well-trained
workforce can deliver market-leading customer service and productivity to create a
competitive marketing advantage
• Operational issues: Operations has a key role to play in enabling the business to compete
on cost (efficiency / productivity) and quality. Effective capacity management also plays
a part in determining whether a business can achieve its revenue objectives
• Business culture: a marketing-orientated business is constantly looking for ways to meet
customer needs. A production-orientated culture may result in management setting
unrealistic or irrelevant marketing objectives.

EXTERNAL INFLUENCES ON MARKETING OBJECTIVES

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 • Economic environment: The key factor in determining demand. E.g. many marketing
objectives have been thwarted or changed as a result of the recession. Factors such as
exchange rates would also impact objectives concerned with international marketing.
• Competitor actions: Marketing objectives have to take account of likely / possible
competitor response. E.g. an objective of increasing market share by definition means
that competitor response will not be effective
• Market dynamics: The key market dynamics are market size, growth and segmentation.
Changes in any of these undoubtedly influence marketing objectives. A market whose
growth slows is less likely to support an objective of significant revenue growth or new
product development
• Technological change: Consumer and other markets are now affected by rapid
technological change, shortening product life cycles and creating great opportunities for
innovation. These have to be taken into account when setting marketing objectives.
• Social & political change: Changes to legislation may create or prevent marketing
opportunities. Change in the structure and attitudes of society also have major
implications for many markets.

1. SOCIAL MEDIA MARKETING

Social media marketing is one of the most popular and effective types of marketing
strategies. And it’s not hard to understand why when more than 2.8 billion people use social
media. That’s approximately 37% of the world’s population. This huge number includes people
from all age groups. Even children as young as 10 years old have started to use social media
regularly. Add to that the fact that all the reputable digital marketing news sites support social
media marketing. According to We Are Social, SMM is almost guaranteed to improve your level
of engagement and brand awareness. But perhaps the biggest reason for the widespread adoption
of SMM is its ease of use and low barrier to entry. The value per dollar spent on SMM is also
excellent. And social media isn’t just limited to social media like FACEBOOK

2. SEO

SEO simply refers to how you can get free and organic traffic to your website. Basically,
if you get to the top or at least page one of the SERPs, then you’ve succeeded at SEO.

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SEO Challenges

• Long Term Strategy: Getting on the first page of search engines takes time and patience.
You’ll have to continuously fine tune your SEO efforts to make your website rise up on
the results pages gradually.
• Not Instantaneous: We touched on this in the last section, but it should be said again.
SEO is not instantaneous like, say, paid ads are. With paid ads, you will always see an
increase in traffic while the ads are up and running.
• Competition: SEO also has a lot of competition. SMM does too, but in different ways.
• seo marketing: With SEO, not only will you have to outrank thousands of other websites,
but you’ll also have to keep your position at the top of the search results.This may prove
challenging, because there will always be competitors who will observe your SEO
strategy and try to copy it. Therefore you should always stay up to date with the latest
SEO tips and changes. social networks like Facebook.

3. PPC

PPC is one of the costlier types of marketing strategies, but the return is worth the cost.
Basically you pay a fee each time one of your ads is clicked. But one of the main reasons for the
widespread usage of PPC advertising is how much it’s promoted by Google, Bing, and Yahoo.
It’s easy for these reputable companies to gain the trust of business owners. But of course, these
companies are in it to make money (just like you!). With that being said, that doesn’t mean that
you can’t come out ahead with PPC After all, these companies want you to succeed so that you’ll
keep using their advertising tools.

PPC services

Keep these facts in mind for PPC: Be sure that you place your ads in a prominent position
and let your call to action entice visitors to come to your site, meaning they click your ad.

The price you pay per click will depend on your chosen keywords as well as the demand
for what you are providing. For example, if you are using PPC ads in the legal industry, then you
can expect to pay a very high CPC And also keep in mind that prices can fluctuate by the minute,
just like the stock market.

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PPC Challenges

Ignoring Sponsored Ads: A Google survey recently revealed that 85% of people claim to
ignore sponsored listings. But the more you make your ad look like a regular listing than an ad,
the greater response you’ll receive.

• Bidding Wars: Advertisers compete for the top ad position. So, advertisers can sometimes
get into races to the bottom where no one wins in the end (except the search engine). So
it’s important to always stay calm and pay attention to the numbers.
• Charge For Each Click: This is worth keeping in mind. Clicks run up fast, and you’ll
need a pretty heavy budget to get the most out of PPC. For most small business owners
this is expensive.
• Every Click Costs: There is a slight distinction in this point compared to the one above.
Clicks run up fast because, unfortunately, even if users are searching for fun, you’ll still
have to pay. And this is why you need a great combination of keyword management,
compelling ads, and highly optimized landing pages to get the most out of all clicks.
• PPC success strategies: In summary, every piece of your PPC campaign has to work
together. Including: keywords people are searching for that match your business, and
attention grabbing ads.

PPC Advantages

• Immediate Visibility: With PPC, you can get up and running and get targeted traffic in
less than 48 hours. SEO on the other hand can take 6 to 12 months before you start
getting targeted traffic for competitive keywords.But the best thing to do is combine SEO
and PPC together – they complement each other very well

4. EMAIL MARKETING

Email marketing is one of the types of marketing strategies that work far better than its
traditional counterpart. For one, gathering email addresses is much easier than gathering mailing
addresses. And two, the costs are much lower because there are no printing and postage costs
with email marketing. Sending emails is practically free by comparison!

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Types of marketing strategies

• Email Challenges: Even though email marketing sounds great compared to traditional
mailing, that doesn’t mean there aren’t mistakes and pitfalls that can make you lose
customers. We’re going to go over some of these challenges and how to avoid them.

• Competition: Competition is inherent to email marketing. Most people get hundreds of

marketing emails every day from different companies. This is largely thanks to bulk
email marketing programs that can send hundreds of emails out instantly.This is a big
reason why many companies consider a 20% open rate for an email to be excellent. 20%
may not seem like much, but when you see those 20% of people take action and make a
purchase, it becomes more than you think.

• Brand Damage: If you’re not careful, email marketing can hurt your brand image. For
example, if you’re sending out hundreds or thousands of emails indiscriminately to
people who aren’t already on your mailing list. They will rightly consider your emails to
be unsolicited spam.Buying email lists and sending emails indiscriminately is the easier
path of least resistance – but can be harmful to your image in the long run and also illegal
if the user did not agree to receive emails from you.

• buying an email list: To avoid being labeled as a spammer, only send emails to people
who have opted in to your mailing list already. And if you care about your brand image,
don’t buy email lists.
• Constant Sending: Email marketing is one of the types of marketing strategies that only
works if you do it on a regular basis. Inconsistent sending reflects poorly on a business.
But with that being said, you also must balance how many you send out so that you aren’t
spamming.

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 • Ease Of Use: This is also a challenge because it’s a double edged sword. If it’s easy for
you to send and receive emails, then it’s also easy for your readers to unsubscribe from
them. That unsubscribe link will always be there. If they get annoyed or your content is
not relevant, all they have to do is click it.

• Email Design: Approximately half of all internet traffic comes from a mobile device. To
leave a good impression, your emails must have a responsive design.

• Impersonal: Because of the nature of email marketing, it’s relatively impersonal

compared to other types of marketing strategies. Now having said that, you can still
improve personalization in a number of ways. Examples include using first name tags,
city tags, etc.

• email personalization: But this doesn’t make up for the lack of personalization
completely; people know that you’re sending a template email. The only way to make up
for this negative aspect of email marketing is to write valuable content.

• Professionalism: Projecting a professional appearance can be more challenging with

email marketing. For example, if you’re writing emails in a hurry, you might make
grammatical mistakes or spelling errors. This can leave a bad impression on your
audience.

Email Advantages: The following reasons are why email marketing, in the right hands, is one of
the best types of marketing strategies for small business owners.

• Monitoring/Tracking: You can track your emails to see which ones are received, which
email addresses are no longer active, and which subscribers opted out of your emails. It’s
easier to measure the effects of an email campaign than a standard mail campaign. With
almost every email marketing platform today you can see which emails are engaging
people most.

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• email metrics: This information will let you know if you’re reaching your intended target
audience. It will also show you if your other marketing efforts are bringing in the right
people to your website.
• Targeting: Email marketing offers superior targeting options, allowing you to tailor
different emails for different demographics.
• Time: A new marketing email can be made and sent out in just a few hours and be
received by millions of people in a matter of minutes. With email marketing, you have
the power to respond quickly to new happenings in your niche.
• Brand Loyalty: email marketing can help your brand if done right. Doing it right means
continuously directing people to your website in your emails. This will keep your
business in your readers’ minds. And when they’re ready to buy something that you
provide, they’ll think of you first.
• Affordable: You can send out thousands of emails every month for only a couple hundred
dollars (or less!) per month with some platforms. For most businesses the revenue this
generates is enough to pay for the cost of sending the emails.
• Effortless Exposure: If someone likes what’s in your email, all they need to do is
“forward” it to their friends/family.

5. CONTENT MARKETING

Content marketing is different than the other types of marketing strategies. It’s different
than traditional advertisements too. And it’s also different from the humorous posts on social
media.

Content marketing can influence someone’s thoughts without them even knowing it. But
it does require a lot of time, dedication, as well as some skill in writing.

CONTENT MARKETING CHALLENGES

• Strategizing: The first thing that people get stuck on with content marketing is what to
write about. Our best advice is to do some research about your audience and devise a
plan. Create a content marketing calendar and plan out your writing topics in advance.

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 Topics can revolve around FAQs, challenges your clients are facing, or even their success
stories.
• Time Consuming: As you can see from the previous point, content marketing is a bigger
commitment than the other types of marketing strategies. And it’s something that needs
to be done consistently. But if you can’t keep up with writing content, then there’s no
shame in hiring someone else to do it for you.
• Long Term: Like SEO, content marketing is a long term strategy for success. Picture a
potential customer for your business who reads your blog regularly. It may take them a
year of reading about your product or service before they decide that it’s right for them.
So if you don’t see an immediate surge in new business, don’t give up on content
marketing!
• Content Marketing Advantages: There are some big advantages of the long term types of
marketing strategies. Here are the biggest advantages of content marketing:

• Engaging: Content marketing is one of the best types of marketing strategies for keeping
an audience engaged. And when someone is ready to buy something that you offer,
they’ll think of you first because you were already a useful resource for them.

TRADITIONAL PUBLICITY VS. CONTENT MARKETING

To become a resource for them, you’ll have to do your best to stand out. Product reviews,
manuals, and videos are great ways to do this. In fact based on a recent study, it was stated that
90% of the online consumers surveyed said that watching product videos help them make
purchasing decisions. Also, 37% of them prefer to watch full online videos about the brand
they’re eyeing. So, if you are running an ecommerce store, be sure to include some how-to or
tutorial videos in your content. Doing so will better showcase your product and increase
conversion.

SEO

Regular content marketing also feeds into SEO, because it shows Google that your website
is active. The reading time of visitors on your website will also show Google that your website is
trustworthy.

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 • Trust Building: Producing educational and relevant content will show your audience your
experience, skill, and knowledge. Eventually they’ll be confident enough to take the next
step. The key thing to remember is this – social media will make people like you, and
content marketing will make people trust you. So don’t squander the opportunity to build
trust with your audience through content marketing. Your writing shouldn’t be overly
promotional. But instead should provide insights on common questions and fears that you
often see in your target audience.

The 5* hotel is coming in Kalpetta(capital of Wayanad) is a seasonal hotel. The Wayanad is

a great place for tourism. The most of the tourists will come only in the vacation time. All time
there is a moody climate, so the tourists are like to stay there for some weeks. There is no
international 5 star chain hotels. It is the first 5 star hotel in co-operative sector. So there is also
leadership of government of Kerala and also have leadership of public sector. So it is a dream
project of Kerala government. Co-operative banks deal with the hotel industry in two ways. A
co-operative society will be formed to start the hotel. That’s how the Indian Coffee House came
to be. For this, the workers of the Coffee Board formed a co-operative society. Another co-
operative bank will start the hotel directly. Kerala Land Reforms and Development Bank, a co-
operative, runs hotels in Kerala. They have a three star hotel in Thiruvananthapuram and a five
star hotel in Wayanad. Details are available on Google. Hotel co-operatives have not been seen
in Thrissur district. An ambitious venture of the Kerala Land Reforms and Development
Cooperative Society (LADDER), the multi-crore project is being constructed near Sultan
Bathery. Coming up in a sprawling area of over four acres, the hotel cum resort project of the
society is being constructed at an estimated cost of Rs 75 crore. The foundation stone for the
project has already been laid. A five-star hotel owned by a cooperative society is something very
big; hard for many to even dream about. But in our case, it is about to become a reality.
Everything depends on our unity and perseverance,” he said, adding the group is planning to start
theatre complexes as its next step in all major towns.

The project is expected to give much impetus to the tourism map of Wayanad and Karnataka.
The hotel will be spread over 1.3 lakh square feet, with 64 rooms and a banquet hall which can
accommodate about 400 people at a time. All other facilities such as spa, massage room, gym,
restaurants, space for indoor games, boutique, special areas for business meetings are part of the

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project. The hotel is expected to be complete by January 2020. But the project was stopped
because the pandemic situation happens in our world. From co-operative sector, they only
provide loans for these hotel projects. The COVID-19 impact I predicted to derail the future
growth of India tourism and hospitality industries. As a result of no countries will permit their
citizens to travel in the countries which are affected by the virus. This results in enormous loss
which these industries can bear in the future. The COVID-19 impact is predicted to derail future
growth of Indian tourism and hospitality industries as a result of no countries will permit their
citizens to travel in the countries which are affected by the virus. This results in enormous loss
which these industries can bear in the future.

Co-operative sector

A cooperative (also known as co-operative, co-op, or coop) is "an autonomous association of

persons united voluntarily to meet their common economic, social, and cultural needs and
aspirations through a jointly-owned enterprise ". Cooperatives may include:

• Businesses owned and managed by the people who use their services (a consumer
cooperative)
• organizations managed by the people who work there (worker cooperatives)
• Multi-stakeholder or hybrid cooperatives that share ownership between different stakeholder
groups. For example, care cooperatives where ownership is shared between both care-givers
and receivers. Stakeholders might also include non-profits or investors.
• second- and third-tier cooperatives whose members are other cooperatives
• Platform cooperatives that use a cooperatively owned and governed website, mobile app or a
protocol to facilitate the sale of goods and services.

Research published by the world watch institute found that in 2012 approximately one
billion people in 96 countries had become members of at least one cooperative. The turnover of
the largest three hundred cooperatives in the world reached $2.2 trillion.

Cooperative businesses are typically more economically resilient than many other forms
of enterprise; with twice the number of co-operatives (80%) surviving their first five years

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compared with other business ownership models (41%). Cooperatives frequently have social
goals which they aim to accomplish by investing a proportion of trading profits back into their
communities. As an example of this, in 2013, retail cooperatives in the UK invested 6.9% of
their pre-tax profits in the communities in which they trade as compared with 2.4% for other
rival supermarkets.

Since 2002 cooperatives have been distinguishable on the Internet through the use of
a .coop domain. In 2014, the International co-operative alliance (ICA) introduced the
Cooperative Marque, meaning ICA cooperatives and WOCCU credit unions can also be
identified through a coop ethical consumerism label.

Co-op Marque and domain

Since 2002, ICA cooperatives and WOCCU credit unions could be distinguished by use
of a .coop domain. In 2014, ICA introduced the Global Cooperative Marque for use by
ICA's Cooperative members and by WOCCU's Credit Union members so they can be further
identified by their coop ethical consumerism label. The marque is used today by thousands of
cooperatives in more than a hundred countries.

The coop domain and Co-operative Marque were designed as a new symbol of the global
cooperative movement and its collective identity in the digital age. The Co-operative Marque and
domain is reserved just for co-operatives, credit unions and organizations that support co-
operatives; is distinguished by its ethical badge that subscribes to the seven ICA Cooperative
Principles and Co-op Values. Co-ops can be identified on the Internet through the use of
the .coop suffix of internet addresses. Organizations using .coop domain names must adhere to
the basic co-op values.

Cooperatives as legal entities

A cooperative is a legal entity owned and democratically controlled by its members.

Members often have a close association with the enterprise as producers or consumers of its
products or services, or as its employees. The legal entities have a range of social characteristics.
Membership is open, meaning that anyone who satisfies certain non-discriminatory conditions
may join. Economic benefits are distributed proportionally to each member's level of
participation in the cooperative, for instance, by a dividend on sales or purchases, rather than

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according to capital invested. Cooperatives may be classified as
worker, consumer, producer, purchasing or housing cooperatives. They are distinguished from
other forms of incorporation in that profit-making or economic stability are balanced by the
interests of the community.

There are specific forms of incorporation for cooperatives in some countries,

e.g. Finland and Australia. Cooperatives may take the form of companies limited by shares or by
guarantee, partnerships or unincorporated associations. In the UK they may also use
the industrial and provident society structure. In the US, cooperatives are often organized as non-
capital stock corporations under state-specific cooperative laws. Cooperatives often share their
earnings with the membership as dividends, which are divided among the members according to
their participation in the enterprise, such as patronage, instead of according to the value of their
capital shareholdings (as is done by a joint stock company).

Economic stability

Capital and the Debt Trap reports that "cooperatives tend to have a longer life than other
types of enterprise, and thus a higher level of entrepreneurial sustainability". This resilience has
been attributed to how cooperatives share risks and rewards between members, how they harness
the ideas of many and how members have a tangible ownership stake in the business.
Additionally, "cooperative banks build up counter-cyclical buffers that function well in case of a
crisis," and are less likely to lead members and clients towards a debt trap. This is explained by
their more democratic governance that reduces perverse incentives and subsequent contributions
to economic bubbles.

In Europe

A 2013 report by ILO concluded that cooperative banks outperformed their competitors
during the financial crisis of 2007-2008. The cooperative banking sector had 20% market share
of the European banking sector, but accounted for only 7 per cent of all the write-downs and
losses between the third quarter of 2007 and first quarter of 2011. Cooperative banks were also
over-represented in lending to small and medium-sized businesses in all of the 10 countries
included in the report.

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 A 2013 report published by the UK Office for National Statistics showed that in the UK
the rate of survival of cooperatives after five years was 80 percent compared with only 41
percent for all other enterprises. A further study found that after ten years 44 percent of
cooperatives were still in operation, compared with only 20 percent for all enterprises.

A 2012 report published by The European Confederation of cooperatives and worker-

owned enterprises active in industry and services showed that in France and Spain, worker
cooperatives and social cooperatives "have been more resilient than conventional enterprises
during the economic crisis".

In North America

In the United States of America

In a 2007 study by the World Council of Credit Unions, the 5-year survival rate of
cooperatives in the United States was found to be 90% in comparison to 3-5% for traditional
businesses. Credit unions, a type of cooperative bank, had five times lower failure rate than other
banks during the financial crisis and more than doubled lending to small businesses between
2008 - 2016, from $30 billion to $60 billion, while lending to small businesses overall during the
same period declined by around $100 billion. Public trust in credit unions stands at 60%,
compared to 30% for big bank and small businesses are five times less likely to be dissatisfied
with a credit union than with a big bank.

In Canada

A 2010 report by the Ministry of Economic Development, Innovation and Export in

Québec found that the five-year survival rate and 10-year survival rate of cooperatives in Québec
to be 62% and 44% respectively compared to 35% and 20% for conventional firms. Another
report by the BC-Alberta Social economy Research Alliance found that the three-year survival
rate of cooperatives in Alberta to be 81.5% in comparison to 48% for traditional firms. [ Another
report by the aforementioned Research Alliance found that in British Columbia, the 5-year
survival rates for cooperatives between 2000 and 2010 to be 66.6% in comparison to
conventional businesses that had 43% and 39% in the years 1984 and 1993 respectively

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Types of cooperatives

Co-op City in The Bronx, New York City is the largest cooperative housing development
in the world, with 55,000 people. The two largest supermarkets chains in Switzerland, Migros
and Coop, are cooperatives. The third largest bank, Raiffeisen, is a cooperative as well.

The top 300 largest cooperatives were listed in 2007 by the International Co-operative
Alliance. 80% were involved in either agriculture, finance, or retail and more than half were in
the United States, Italy, or France.

Consumers' cooperative

A consumers' cooperative is a business owned by its customers. Members vote on major

decisions and elect the board of directors from among their own number. The first of these was
set up in 1844 in the North-West of England by 28 weavers who wanted to sell food at a lower
price than the local shops.

Retail cooperative

Retail cooperatives are retailers, such as grocery stores, owned by their customers. They
should not be confused with retailers' cooperatives, whose members are retailers rather than
consumers. In Denmark, Singapore, Italy, and Finland the company with the largest market share
in the grocery store sector is a consumer owned cooperative. In Switzerland both the largest and
the second largest retailer are consumer owned cooperatives.

Housing cooperative

A housing cooperative is a legal mechanism for ownership of housing where residents

either own shares (share capital co-op) reflecting their equity in the cooperative's real estate, or
have membership and occupancy rights in a not-for-profit cooperative (non-share capital co-op),
and they underwrite their housing through paying subscriptions or rent.

Housing cooperatives come in three basic equity structures

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 In market-rate housing cooperatives, members may sell their shares in the cooperative
whenever they like for whatever price the market will bear, much like any other residential
property. Market-rate co-ops are very common in New York City.

Limited equity housing cooperatives, which are often used by affordable housing
developers, allow members to own some equity in their home, but limit the sale price of their
membership share to that which they paid.

Group equity or zero-equity housing cooperatives do not allow members to own equity in
their residences and often have rental agreements well below market rates.

Members of a building cooperative (in Britain known as a self-build housing cooperative)

pool resources to build housing, normally using a high proportion of their own labor. When the
building is finished, each member is the sole owner of a homestead, and the cooperative may be
dissolved.

This collective effort was at the origin of many of Britain's building societies, which
however, developed into "permanent" mutual savings and loan organisations, a term which
persisted in some of their names (such as the former Leeds Permanent). Nowadays such self-
building may be financed using a step-by-step mortgage which is released in stages as the
building is completed. The term may also refer to worker cooperatives in the building trade.

Utility cooperative

A utility cooperative is a type of consumers' cooperative that is tasked with the delivery
of a public utility such as electricity, water or telecommunications services to its members.
Profits are either reinvested into infrastructure or distributed to members in the form of
"patronage" or "capital credits", which essentially dividends are paid on a member's investment
into the cooperative. In the United States, many cooperatives were formed to provide rural
electrical and telephone service as part of the New Deal. See Rural Utilities Service.

In the case of electricity, cooperatives are generally either generation and transmission
(G&T) co-ops that create and send power via the transmission grid or local distribution
co-ops that gather electricity from a variety of sources and send it along to homes and
businesses.In Tanzania, it has been proven that the cooperative method is helpful in water

38
 distribution. When the people are involved with their own water, they care more because
the quality of their work has a direct effect on the quality of their water.

Credit unions, cooperative banking and co-operative insurance

Main articles: Cooperative banking and Credit union

The Co-operative Bank's head office in Manchester. The statue in front is of Robert
Owen, a pioneer in the cooperative movement.

Credit unions are cooperative financial institutions that are owned and controlled by their
members. Credit unions provide the same financial services as banks but are considered not-for-
profit organizations and adhere to cooperative principles.

Credit unions originated in mid-19th-century Germany through the efforts of pioneers

Franz Herman Schulze'Delitzsch and Friedrich Wilhelm Raiffeisen. The concept of financial
cooperatives crossed the Atlantic at the turn of the 20th century, when the caisse populaire
movement was started by Alphonse Desjardins in Quebec, Canada. In 1900, from his home in
Lévis, he opened North America's first credit union, marking the beginning of the Mouvement
Desjardins. Eight years later, Desjardins provided guidance for the first credit union in the
United States, where there are now about 7,950 active status federally insured credit unions, with
almost 90 million members and more than $679 billion on deposit.

Financial cooperatives hold a significant market share in Europe and Latin America, as
well as a few countries in Sub-Saharan Africa. They also have a strong presence in Asia,
Australia, and the United States. According to the World Council of Credit Unions (WOCCU),
there were 68,882 financial cooperatives in 109 countries in 2016, serving more than 235 million
members, with total assets exceeding 1.7 trillion dollars. It is worth noting that the WOCCU's
data do not include some major financial cooperative networks in Europe, such as Germany,
Finland, France, Denmark, and Italy. In many high-income economies, financial cooperatives
hold significant market shares of the banking sector.

According to the European Association of Cooperative Banks, the market share of

cooperative banks in the Small and Medium Enterprises (SMEs) credit market by the end of
2016 was 37% in Finland, 45% in France, 33% in Germany, 43% in the Netherlands, and 22% in

39
Canada. In Germany, Volksbanken-Raiffeisen banks have a market share of approximately 21%
of domestic credit and domestic deposits. In the Netherlands, Rabobank holds 34% of deposits,
and in France cooperative banks (Crédit Agricole, Crédit Mutuel and BPCE Group) possess
more than 59% of domestic credit and 61% of domestic deposits. In Finland, OP financial group
holds 35% and 38% of domestic credit and deposits, respectively, and in Canada, Desjardins
holds around 42% of domestic deposits and 22% of domestic credit.

There are many types of cooperative financial institutions with different names across the
world, including financial cooperatives ('cooperativa financiera' is the Spanish term used in Latin
America), cooperative banks, credit unions, and savings and credit cooperatives ('cooperativa de
ahorro y crédito' in Spanish or 'coopérative d’épargne et de credit' in French-speaking countries).

Cooperative banking networks, which were nationalized in Eastern Europe, work now as
real cooperative institutions. In Poland, the SKOK (Spółdzielcze Kasy Oszczędnościowo-
Kredytowe) network has grown to serve over 1 million members via 13,000 branches, and is
larger than the country's largest conventional bank.

In Scandinavia, there is a clear distinction between mutual savings banks (Sparbank) and
true credit unions (Andelsbank).

The oldest cooperative banks in Europe, based on the ideas of Friedrich Raiffeisen, are
joined together in the 'Urgenossen'.

Worker cooperative

A worker cooperative or producer cooperative is a cooperative that is owned and

democratically controlled by its "worker-owners". There are no outside owners in a "pure"
workers' cooperative, only the workers own shares of the business, though hybrid forms exist in
which consumers, community members or capitalist investors also own some shares. In practice,
control by worker-owners may be exercised through individual, collective or majority ownership
by the workforce, or the retention of individual, collective or majority voting rights (exercised on
a one-member one-vote basis). A worker cooperative, therefore, has the characteristic that the
majority of its workforce owns shares, and the majority of shares are owned by the workforce.
Membership is not always compulsory for employees, but generally only employees can become

40
members either directly (as shareholders) or indirectly through membership of a trust that owns
the company.

The impact of political ideology on practice constrains the development of cooperatives

in different countries. In India, there is a form of workers' cooperative which insists on
compulsory membership for all employees and compulsory employment for all members. That is
the form of the Indian Coffee Houses. This system was advocated by the Indian communist
leader A. K. Gopalan. In places like the UK, common ownership (indivisible collective
ownership) was popular in the 1970s. Cooperative Societies only became legal in Britain after
the passing of Slaney's Act in 1852. In 1865 there were 651 registered societies with a total
membership of well over 200,000. There are now more than 400 worker cooperatives in the UK,
Suma Wholefoods being the largest example with a turnover of £24 million.

Business and employment cooperative

Business and employment cooperatives (BECs) are a subset of worker cooperatives that
represent a new approach to providing support to the creation of new businesses.

Like other business creation support schemes, BEC's enable budding entrepreneurs to
experiment with their business idea while benefiting from a secure income. The innovation BECs
introduce is that once the businesses are established, the entrepreneurs are not forced to leave and
set up independently, but can stay and become full members of the cooperative. The micro-
enterprises then combine to form one multi-activity enterprise whose members provide a
mutually supportive environment for each other. [Citation needed]

BECs thus provide budding business people with an easy transition from inactivity to
self-employment, but in a collective framework. They open up new horizons for people who
have ambition but who lack the skills or confidence needed to set off entirely on their own – or
who simply want to carry on an independent economic activity but within a supportive group
context.[citation needed]

Purchasing cooperative

41
 A "purchasing cooperative" is a type of cooperative arrangement, often among
businesses, to agree to aggregate demand to get lower prices from selected suppliers. Retailers'
cooperatives are a form of purchasing cooperative.

Major purchasing cooperatives include Best Western, ACE Hardware and CCA Global Partners.

Agricultural service cooperatives provide various services to their individual farming

members, and to agricultural production cooperatives, where production resources such as land
or machinery are pooled and members farm jointly.

Agricultural supply cooperatives aggregate purchases, storage, and distribution of farm

inputs for their members. By taking advantage of volume discounts and utilizing other
economies of scale, supply cooperatives bring down members' costs. Supply cooperatives may
provide seeds, fertilizers, chemicals, fuel, and farm machinery. Some supply cooperatives also
operate machinery pools that provide mechanical field services (e.g., plowing, harvesting) to
their members. Known examples include the cranberry-and-grapefruit cooperative Ocean Spray,
collective farms in socialist states and the kibbutzim in Israel.

Producer cooperative

Producer cooperatives have producers as their members, and provide services involved in
moving a product from the point of production to the point of consumption. Unlike worker
cooperatives, they allow businesses with multiple employees to join. Agricultural cooperatives
and fishery cooperatives are such examples.

Agricultural marketing cooperatives operate a series of interconnected activities

involving planning production, growing and harvesting, grading, packing, transport, storage,
food processing, distribution and sale. Agricultural marketing cooperatives are often formed to
promote specific commodities.

Commercially successful agricultural marketing cooperatives include India's Amul (dairy

products), which is the world's largest producer of milk and milk products, Dairy Farmers of
America (dairy products) in the United States, and Malaysia's FELDA (palm oil). Producer
cooperatives may also be organized by small businesses for pooling their savings and accessing
capital, for acquiring supplies and services, or for marketing products and services.

42
 Producer cooperatives among urban artisans were developed in the mid-19th-century in
Germany by Franz Hermann Schulze-Delitzsch, who also promoted changes to the legal system
(the Prussian Genossenschaftsgesetz of 1867) that facilitated such cooperatives. At about the
same time, Friedrich Wilhelm Raiffeisen developed similar cooperatives among rural people.

Multi-stakeholder cooperatives

Multi-stakeholder cooperatives include representation from different stakeholder groups,

such as both consumers and workers.

Social cooperative

Cooperatives traditionally combine social benefit interests with capitalistic property-right

interests. Cooperatives achieve a mix of social and capital purposes by democratically governing
distribution questions by and between equal but not controlling members. Democratic oversight
of decisions to equitably distribute assets and other benefits means capital ownership is arranged
in a way for social benefit inside the organization. External societal benefit is also encouraged by
incorporating the operating-principle of cooperation between co-operatives. In the final year of
the 20th century, cooperatives banded together to establish a number of social enterprise
agencies which have moved to adopt the multi-stakeholder cooperative model. In the years
1994–2009 the EU and its member nations gradually revised national accounting systems to
"make visible" the increasing contribution of social economy organizations.

A particularly successful form of multi-stakeholder cooperative is the Italian "social

cooperative", of which some 11,000 exist. "Type A" social cooperatives bring together providers
and beneficiaries of a social service as members. "Type B" social cooperatives bring together
permanent workers and previously unemployed people who wish to integrate into the labor
market. They are legally defined as follows:

No more than 80% of profits may be distributed, interest is limited to the bond rate and
dissolution is altruistic (assets may not be distributed). The cooperative has legal personality and
limited liability. The objective is the general benefit of the community and the social integration
of citizens.

43
 Those of type B integrate disadvantaged people into the labour market. The categories of
disadvantage they target may include physical and mental disability, drug and alcohol addiction,
developmental disorders and problems with the law. They do not include other factors of
disadvantage such as unemployment, race, sexual orientation or abuse. Type A cooperatives
provide health, social or educational services

Various categories of stakeholder may become members, including paid employees,

beneficiaries, volunteers (up to 50% of members), financial investors and public institutions. In
type B cooperatives at least 30% of the members must be from the disadvantaged target groups
Voting is one person one vote

SCIC

The SCIC - Société coopérative d'intérêt collective (co-operative society of collective

interest) is a type of multi-stakeholder co-operative structure introduced in France in 1982. A
SCIC must have at least three different categories of members, including users and employees.
Other stakeholder groups that may be represented are volunteers, public authorities and other
individual or corporate supporters. Voting is on a ‘one member, one vote’ basis, though voting in
colleges is also provided for under certain circumstances.

SCICs must have a ‘general interest’ objective. Public bodies can subscribe for up to 20%
of the capital. The status allows an association to convert into a co-operative without having to
change its legal form. The relative rigidity of the structure, combined with the government's
failure to grant tax relief, has limited its take-up.

Multi-stakeholding in retailing

Multi-stakeholder co-operatives also exist in the retail sector. An example is Färm[53], a

Belgian wholefood retailing cooperative founded in 2015 which favours organic and local
produce. It operates 16 shops, of which 11 are in Brussels.

Categories of members:

The cooperative brings together all the participants in the food chain from farm to fork,
represented by six different categories of members:

44
 • Investors: the people providing the financial means necessary to achieve the enterprise’s
ambitions, currently four of the project's founders. This category holds 94% of the shares
but only exercises 50% of the votes. The board will consider applications from people
wishing to invest in excess of €25,000;
• Managers: the members of Färm's management;
• Workers: members of staff working at Färm, who currently number 36;
• Sympathisers: clients and people who want to support the project without having a
contractual or commercial relationship with it. Anyone can become part of this category
by buying shares worth a minimum of €105 (currently 5 shares of €21), and a maximum
of €5,000. As of September 2020 the cooperative was not accepting new members;
• Suppliers and producers: there is no obligation to hold shares in order to collaborate
commercially with Färm, but the enterprise finds it nice that the two groups support each
other;
• Supporters: self-employed people who have opened a store under the Färm brand.

Governance

Each member has one vote. The members elect the board of 10 at the annual general
meeting. Each category of members has at least one board member to represent them.

An innovative governance provision ensure that one group of members can dominate the
others. In practice board decisions are taken by consensus. In the event of a vote, each director
has one vote, and except where the cooperative’s registered or internal rules provide otherwise,
decisions are taken by simple majority of those present or represented. But in the event of a tie, if
the votes of a group of voters all belong to the same category, the votes of the other categories
prevail.

To ensure that members are committed to the cooperative’s values, vision and objectives,
to guarantee its long-term finance and to limit financial speculation, shares are not transferable
for a period of four years.

Members receive a 2% discount on purchases.

45
New generation cooperative

New generation cooperatives (NGCs) are an adaptation of traditional cooperative

structures to modern, capital intensive industries. They are sometimes described as a hybrid
between traditional co-ops and limited liability companies or public benefit corporations. They
were first developed in California and spread and flourished in the US Mid-West in the
1990s.[54] They are now common in Canada where they operate primarily in agriculture and
food services, where their primary purpose is to add value to primary products. For example,
producing ethanol from corn, pasta from durum wheat, or gourmet cheese from goat's milk. A
representative example of an operating NGC is the Fourth Estate (association), a global multi-
stakeholder NGC journalism association.

Other

Platform cooperative

A platform cooperative, or platform co-op, is a cooperatively owned, democratically

governed business that establishes a computing platform, and uses a protocol, website or mobile
app to facilitate the sale of goods and services. Platform cooperatives are an alternative to
venture capital-funded platforms insofar as they are owned and governed by those who depend
on them most—workers, users, and other relevant stakeholders. Proponents of platform
cooperativism claim that, by ensuring the financial and social value of a platform circulate
among these participants, platform cooperatives will bring about a more equitable and fair
digitally mediated economy in contrast with the extractive models of corporate intermediaries.
Platform cooperatives differ from traditional cooperatives not only due to their use of digital
technologies, but also by their contribution to the commons for the purpose of fostering an
equitable social and economic landscape.

Volunteer cooperative

A volunteer cooperative is a cooperative that is run by and for a network of volunteers,

for the benefit of a defined membership or the general public, to achieve some goal. Depending
on the structure, it may be a collective or mutual organization, which is operated according to the
principles of cooperative governance. The most basic form of volunteer-run cooperative is a

46
voluntary association. A lodge or social club may be organized on this basis. A volunteer-run co-
op is distinguished from a worker cooperative in that the latter is by definition employee-owned,
whereas the volunteer cooperative is typically a non-stock corporation, volunteer-run consumer
co-op or service organization, in which workers and beneficiaries jointly participate in
management decisions and receive discounts on the basis of sweat equity.

Federal or secondary cooperative

In some cases, cooperative societies find it advantageous to form cooperative federations

in which all of the members are themselves cooperatives. Historically, these have predominantly
come in the form of cooperative wholesale societies, and cooperative unions. Cooperative
federations are a means through which cooperative societies can fulfill the sixth Rochdale
Principle, cooperation among cooperatives, with the ICA noting that "Cooperatives serve their
members most effectively and strengthen the cooperative movement by working together
through local, regional and international structures."

Cooperative union

A second common form of cooperative federation is a cooperative union, whose

objective (according to Gide) is "to develop the spirit of solidarity among societies and... in a
word, to exercise the functions of a government whose authority, it is needless to say, is purely
moral." Co-operatives UK and the International Cooperative Alliance are examples of such
arrangements.

Cooperative political movements

In some countries with a strong cooperative sector, such as the UK, cooperatives may
find it advantageous to form political groupings to represent their interests. The British Co-
operative Party, the Canadian Cooperative Commonwealth Federation and United Farmers of
Alberta are prime examples of such arrangements.

Co-operative movement in Kerala

The co-operative movement in Kerala has a long history. The movement started in Kerala
long before the attainment of independence. In 1946 there were 1669 co-operative societies with
a share capital of 32 lakhs of rupees.

47
 There are at present about 14000 co-operative societies under the Registrar of Co-
operative Societies. Of these 10,503 societies function satisfactorily. They include the apex
institutions like the State Co-operative Bank, the State Agricultural and Rural Development
Bank, 14 District Co-operative Banks, 60 Urban Banks, 48 Primary Agricultural and Rural
Development Banks and 1602 primary Lending Societies. The total deposit in the co-operative
sector is 40,000 crores. About 75% of this is distributed as loans.

Co-operative institutions were developed in Kerala as a result of mass struggles and

peoples' participation. Compared to the movements in other States, the co-operative movement
in Kerala is more comprehensive and creative. Land reforms have played a great role in Kerala's
development. Along with this co-operative movement has played a great role in freeing the
people from the clutches of illicit money lenders who extracted heavy interests.

Apart from functioning as a service sector, the co-operative movement also serves as an
employment sector also. About 40,000 persons are employed in the co-operative societies
coming under the jurisdiction of the Registrar of Co-operative Societies. If all the employees
working in the entire co-operative sector are taken together, it may exceed one lakh. It has great
importance as a sector which employs an enormous number of employees both directly and
indirectly.

The co-operative sector in Kerala is a wide spread one. It plays its role in the traditional,
money lending, marketing, consumer, housing, women's welfare, educational, health and
construction sectors. The functioning of these institutions help to provide the people services of
various kinds at low cost. The CPI (M) has formulated policies to encourage this sector.
Whenever the CPI (M) led governments come to power, progressive measures were adopted to
protect this sector. It was the CPI (M) led government which enacted the Kerala Co-operative
Amendment Act in 1999. It is an important step forward. This Act had modernized the co-
operative sector and raised it to a level where it can overcome the challenge of new times.

The State Government is intervening effectively to take the co-operative sector forward
and extend its service to the people. Loans up to an amount of Rs. 2 lakhs of those farmers who
committed suicide were written off. Remission of interest amounting to Rs. 2700 million has
been given as part of one-time settlement. The policy that interest shall not exceed the principal
amount was implemented. An amount of Rs. 20000 million was written off during this period.

48
During the time of agricultural disaster the rate of interest was reduced from 9% to 5.5% / 6% .
As a result the farmers were benefited to a total amount of Rs. 1700 millions. Interest-free loans
were given for the promotion of paddy cultivation. The co-operative societies effectively
intervened to arrest price rise of essential commodities. An amount of Rs. 1300 million was
spent towards distributing essential commodities at low price.

The Central Government tries to implement the policies of globalization in the co-
operative sector also. Like in all other sectors the Nehruvian policies are discarded in this field
also. Nehru has adopted a stand that the co-operative sector had a great role in maintaining the
self-reliance of the country as did the public sector. Therefore, it was considered to be the duty of
the government to strengthen the co-operative sector. But all these policies are being amended
now.

It was as part of this policy that the central government had appointed a task force under
the leadership of A. Vaidyanathan. The report of this committee was discussed in detail at the
National Development Council and at the meeting of the co-operative ministers of the states. The
central government was forced to modify the report as a result of strong protest. However, there
are still certain provisions in it which hamper the co-operative sector. The report of the Central
Planning Commission is also harmful to this sector.

The policy to impose service tax in the co-operative banks and the ban to use the word
'bank' by the co-operative societies will push this sector to great difficulty. It is very difficult to
overcome many such structures of the Central Government.

49
REASEARCH METHODOLOGY

50
 REASEARCH METHODOLOGY

The methodology pertaining the study entitled ‘‘Merits of a five star hotel in co-

operative sector: Wayanad, Kerala - A case study” is being carried out under the
following

Collection of data

Primary Data Secondary Data

Preparation and Books

finalization of questions

Conducting interview/Survey News Paper

Collection and Recording of data Journals

Magazines

Website

51
 1. COLLECTION OF DATA

The data collection for my research is carried out by primary and secondary data.

(a) Primary data

The Primary data is collected from Wayanad.

Primary data are the data which the researcher collects through questionnaires.

(b) Secondary data

The Secondary data is collected from various resources which is related to the topic.
The researcher collects the data through various sources like newspapers, books,
journals, magazines, websites, and government records.

2. PREPARATION AND FINALISATION OF QUESTIONS

For the collection of data for my research I have prepared 10 questions which will
cover all the aspects of the research.

3. CONDUCTING THE INTERVIEW / SURVAY

With the formulated questions I collected all the required information about Merits of a five-
star hotel in co-operative sector: Wayanad, Kerala - A case study.

Sample size =10 samples are taken through random sampling method.

Random sampling method

Random sampling is a part of the sampling technique in which each sample has an equal
probability of being chosen. A sample chosen randomly is meant to be an unbiased
representation of the total population.

52
5. RECORDING OF DATA

All the information required to complete my research is collected by interview.The

interview/Survey contains a set of 10 questions and all the information is provided by the (write,
from where you got the information) for the completion of my research Merits of a five-star hotel

in co-operative sector: Wayanad, Kerala - A case study.

53
DATA ANALYSIS

54
 DATA ANALYSIS

The analysis of data pertaining to the Merits of a five-star hotel in co-operative sector:
Wayanad, Kerala A case study is analyses and represented given below.

1. ANALYSIS OF DATA
Analysis of data is a process of inspecting, transforming and modeling data
with the goal of discovering useful information, suggesting conclusions and
supporting decision-making.

55
 DATA ANALYSIS

The analysis of data pertaining to the study entitled Merits of a five-star hotel in co-
operative sector: Wayanad, Kerala - A case study is analyzed and represented below.

Questionnaire

• Which time you can reach the break-even point?

Ans: 7yrs

• What is the booking type?

Ans: prior booking

• What is the estimate budget for this enterprise?

Ans: 15 Cr

• How do you recruit people?

Ans: through PSC and interview tests

• Are there any discounts for local people?

Ans: people get subsidiaries from government

• What about the transportation of people?

Ans: it’s just 2.6 km away from the national highway. So people can reach easily.

• What is the opinion about giving jobs to the tribal people?

Ans: we are giving 50% jobs to the local people as well as the tribes.

56
HOTELS IN WAYANAD

Sl/no Hotels Number

1 5 star 3
2 4 star 24
3 3 star 204
4 2 star 73
5 Home stays 285

INFERENCE

From the above table it is clear that the 35% people prefer homestays and the 20%
people prefer 2 star hotels and the 30% people stays in 3 star and the 12.5% people prefer 4
star and the 2.5% people only prefer 5 star hotels in Wayanad.

57
Hotels

4 star
5 star
3 star
2 star
Home stay

Figure 1

58
NUMBER OF TOURIST ARRIVALS IN KERALA

TYPE 2018 2019 TOTAL

FOREIGN 1096407 15604661 16701068
DOMESTIC 1189771 18384233 19574004

INFERENCE

From the above table it is clear that the no. of people is larger no in each year. In 1 year the no
of foreign travellers are increased approx. 5 lakhs and domestic travellers about 7 lakhs in
Kerala.

59
25000000

20000000

15000000
foreign
domestic
10000000

5000000

0
2018 2019 total

Figure 2

60
TIME OF BREAK EVEN POINT

SI/No Break-even point Time Taken

1 7 years 5
2 8 years 3
3 10 years 2

INFERENCE

From the above table it is clear that the 50% people says that break-even point will
reach in 7 years and the 30%people says that the break-even point will reach in 8
years and the 20% people says that the break-even point will reach in 10 years.

61
6

3
break even point

0
7 Years 8 Years 10 Years

Figure 3

62
TYPE OF BOOKING
SI/NO BOOKING TYPE NUMBER
1 Prior booking 7
2 Online booking 3

INFERENCE

From the above table it is clear that the 70% people likes/supports the prior booking and the
30%people likes/supports the online booking.

63
8

4
booking type

0
pior booking online booking

Figure 4

64
ESTIMATE BUDGET
SI/NO BUDGET NUMBER
1 15Cr 6
2 18Cr 3
3 20Cr 1

INFERENCE

From the above table it is clear that the 60% people says that it takes about 15 Million and the
30% people says that it takes about 18 Million and the 10% people says that it takes about 20
Million.

65
7

budget
3

0
15 Cr 18 Cr 20 Cr

Figure 5

66
RECRUITMENT

SI/NO Recruitment method Number

1 PSC 5
2 INTERVIEW 5

INFERENCE

From the above table it is clear that the n50% people support PSC exams and the other 50%
people support only interview method.

67
6

3
Recruitment method

0
PSC INTERVIEW

Figure 6

68
TRANSPORTATION

SI/NO TRANSPORTATION NUMBER

1 Road ways 5
2 Airways 2
3 Railways 3

INFERENCE

From the above table it is clear that the 50% people support roadways and the 30% people
support the railways and only 20% people support the airways.

69
6

3
transportation

0
road airways railways

Figure 7

70
FINDINGS AND CONCLUSION

71
 FINDINGS

• Tribal people gets job from here.

• Their life style will be change.
• Through this project some people gets the job through KTDC dept.
• People get the hotel for the ¼th of a 5 star hotel.
• In past 3 years the travelers are very low when we compared to 2017 because of the
calamities arrived in Kerala.

72
 CONCLUSION

I started my research with the aim of study about the Merits of a five star hotel in co-
operative sector: Wayanad, Kerala (A case study). The study focuses on the hotels are coming
under co-operative society. In our country lots of peoples using hotels for their needs. So if the
project will come, every person can stay there because the rent will be 1/4th of the present 5 star
hotel rate.

73
SUGGESTION AND
RECOMMENDATIONS

74
 SUGGESTION AND RECOMMENDATIONS

• If we can give job to the tribal people we can develop their living style.
• We can declare it as a half-government.

75
BIBLOGRAPHY

76
 BIBLOGRAPHY

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