PARTICIPANTS

Aaishwariya Sawant Roll 01

Abhishek Singh Roll 04
Alankrita Saikia Roll 06
Ambar Gangurde Roll 08
Harsh Patel Roll 14
Jay Soni Roll 18
Saloni Radhakrishnani Roll 44
Shivendrasinh Rana Roll 47
Tanmoy Bal Roll 54

HOSPITALITY & A brief Economic report on Hospitality and

Tourism Industry

TOURISM
Economics Assignment
 CONTENTS

SL NO. TOPIC PAGE

1 INTRODUCTION 2
2 MARKET OVERVIEW 5
3 MARKET ADVANTAGES 7
4 MARKET SEGMENT 8
5 INVESTMENT/DEVELOPMENTS 9
6 COMPETITION 10
7 MAJOR COMPANIES ACROSS SEGMENTS 12
8 INITIATIVES BY GOVERNMENT 13
9 BARRIERS TO ENTRY & EXIST 15
10 CHARECTERSTICS 19
11 DATA ANALYSIS 21
12 UPCOMING CHALLENGES & Solutions 26
13 CONCLUSION 28
14 BILBLIOGRAPHY 29

01
 INTRODUCTION

The history of Indian hotels goes back to the Colonial Era and started with the
European aggression in the 17th century. The early hotels in India were mostly
established and operated by the foreign rulers to cater to the colonizers and
later officials of the British Raj. During the British rule, western styled luxurious
hotels started coming up in important cities like Calcutta (Kolkata) and Bombay
(Mumbai), subsiding earlier inns and taverns. The Albion Hotel, Mac Farlanes
Hotel, MacLean’s Hotel, Victory Hotel were famous in the country during the
18th century.
The real development and growth of organized hotels started in Calcutta, the
Capital city of the British Raj, during the 19th century. According to records, an
Englishman, by the name of John Spence, established the Spence’s Hotel
(Wellesley Place, 1830), which was one of the first hotels in Calcutta, as well as
in Asia.
The Auckland Hotel (Old Court House Street, 1840) was founded by a British
confectioner, David Wilson, and named after the then Governor General of
India, Lord Auckland. The hotel was opened with 100 rooms and a department
store on the ground floor. During its heyday, this elite hotel was also known as
the “Jewel of the East” and the “Savoy of the East”. Later on, it was renamed
as the Great Eastern Hotel in 1865 and became the first hotel in India to be
fully electrified. Another Englishman, John Wakson, opened his Esplanade
Hotel (Calcutta, 1871) after he had earned huge fortune as a silk merchant.
The beginning of the 20th century brought in new and proud developments to
the Indian hospitality industry as the visionaries of Indian origin started
investing in hotels business. It was pioneered by the legendary industrialist and
“Father of Indian Industry”- Jamsetji Nusserwanji Tata. He incorporated the
Indian Hotels Company Ltd. (IHCL), known as the Taj Hotels Resorts and
Palaces, to open its flagship property, the Taj Mahal Palace (Apollo Bunder,
Bombay, 1903), leaving an everlasting landmark in the Indian hospitality
industry. This 225 rooms’ hotel came up as an architectural wonder and was
the first hotel in India established by an Indian for Indians. Eventually the
Palace needed some extra rooms to grow and so the 20 storied Tower wing

02
 was constructed in 1973 beside the Palace, demolishing the earlier Green’s
Hotel. It added additional 340 rooms to make it complete as the Taj Mahal
Palace & Tower with total 565 guest rooms. Since then, the organization
emerged as a leading hotel chain in India and abroad. The Taj Group today

Pre-1990 1990-2000 2000-05 2015 onwards

A national policy on tourism

The National Tourism Policy
was announced in 1982
The Government formulated a
comprehensive plan in 1988
to promote tourism.
Various states in India
declared tourism as an
industry.
The Government stressed on
private-public partnership in
the sector.
Government policies give a
fillip to the hotel industry.
The Government has
was announced in 2002,
undertaken various marketing
focusing on developing a
initiatives to attract tourists.
robust infrastructure.
e-Tourist Visa was launched;
a total of 2.93 million foreign
Online travel portals & low-
tourists arrived on the e-
cost carrier airlines gave a
Tourist Visa in 2019
boost to domestic tourism.
registering a growth of
23.6%.
Travel and tourism sector
accounted for 8.0% of total
employment opportunities in
2019.

owns and operates 93 hotels in 55 locations across India and 16 international

hotels.

Hospitality is a booming industry worldwide. There has been a revolution in

this industry from being old fashioned to modern in outlook. The main driver
of this trend is the increasing significance of tourism as an industry
globally. As per the World Travel & Tourism Council (2016), the tourism
industry in India is estimated to have directly contributed US$ 41.1 billion and
overall contributed US$ 127.8 billion in 2015. The Indian hospitality sector is
estimated to have earned US$ 24 billion in foreign exchange in 2015.
There has been a revolution in this industry from being old fashioned to
modern in outlook. The main driver of this trend is the increasing significance
of tourism as an industry in India. As per the World Travel & Tourism Council,

03
the tourism industry in India is estimated to have directly contributed US$ 41.1
billion and overall contributed US$ 127.8 billion in 2015. The Indian hospitality
sector is estimated to have earned US$ 24 billion in foreign exchange in 2015.
The Indian tourism and hospitality industry have emerged as one of the key
drivers of growth among the services sector in India. Tourism in India has
significant potential considering the rich cultural and historical heritage, variety
in ecology, terrains and places of natural beauty spread across the country.
Tourism is an important source of foreign exchange in India similar to many
other countries. The foreign exchange earnings from 2016 to 2019 grew at a
CAGR of 7% but dipped in 2020 due to the COVID-19 pandemic.

04
 MARKET OVERVIEW

The hospitality industry in India has been scoring a moderate growth number
from the past few years and has great potential to score an even greater
number in the future. The nation which is rich in culture and diversity has been
attracting a large number of tourists from all over the globe. India has also
been recognized as a destination for spiritual tourism for international and
domestic tourists. India is showing continuous growth in position moving from
65th in 2013 to 34th position in 2019 in the World Economic Forum's travel
and tourism competitiveness index. On the other side, the consistently
growing middle class, rising levels of their disposable income, increasing
interest among millennials to travel in their home country are a few major
reasons that are making the domestic travel industry a profitable one. To
attract the millennials ventures like Airbnb, Oyo rooms have changed
hospitality scenarios on a global level and are offering price-sensitive stays in
most of the prime locations with flexible check-in and check-out options to
attract the increasing number of travelers.
The hospitality and tourism industry has been witnessing a healthy growth
number and accounted for 7.5% of the GDP. India is a part of the top 100 clubs
on Ease of Doing Business (EoDB) and ranks 1st in the greenfield FDI ranking
globally and to strengthen the cruise tourism sector, the Government of India
(GoI) has selected Chennai, Goa, Kochi, Mangalore, and Mumbai ports to
develop them as cruise tourism hubs. These terminals will have facilities like
hospitality, retail, shopping, and restaurants.
Less than three million foreign tourists visited India in 2020, a dip of around 75
per cent as compared to the previous year, due to travel restrictions imposed
to control the coronavirus pandemic. "To incentivize stakeholders in the
tourism industry, the guidelines for the scheme of Market Development
Assistance (MDA) for providing financial support to stakeholders for the
promotion of domestic tourism have been modified to enhance the scope and
reach of the scheme, to provide maximum benefits to the stakeholders. In
addition, promotional activities have been incorporated including online
promotions and the extent of financial assistance permissible has been
enhanced.

05
According to WTTC, India is ranked 10th among 185 countries in terms of
travel & tourism’s total contribution to GDP in 2019. During 2019, contribution
of travel & tourism to GDP was 6.8% of the total economy, ~ Rs. 1,368,100
crore (US$ 194.30 billion). In 2020, the Indian tourism sector accounted for 39
million jobs, which was 8% of the total employment in the country. By 2028,
Indian tourism and hospitality is expected to earn US$ 50.9 billion as visitor
exports compared with US$ 28.9 billion in 2018.
The travel market in India is projected to reach US$ 125 billion by FY27 from an
estimated US$ 75 billion in FY20. The Indian airline travel market was
estimated at ~US$ 20 billion and is projected to double in size by FY27 due to
improving airport infrastructure and growing access to passports. The Indian
hotel market including domestic, inbound and outbound was estimated at
~US$ 32 billion in FY20 and is expected to reach ~US$ 52 billion by FY27, driven
by the surging demand from travelers and sustained efforts of travel agents to
boost the market.

06
MARKET ADVANTAGES

07
MARKET SEGMENT OF HOSPITALITY

08
 INVESTMENTS/DEVELOPMENTS

• FDI inflows in the Tourism & Hospitality sector reached US$ 16.38 billion
between April 2000- March 2022.
• Hospitality unicorn OYO has acquired Europe-based vacation rental
company Direct Booker for US$ 5.5 million in May 2022.
• Accor, a French hospitality major will expand its India's portfolio by
adding nine additional hotels in the mid-scale and economy categories,
bringing the total number of hotels 54 in India.
• The Medical Tourism sector is expected to increase at a CAGR of 21.1%
from 2020-2027.
• India was globally the third largest in terms of investment in travel and
tourism with an inflow of US$ 45.7 billion in 2018, accounting for 5.9% of
the total investment in the country.
• Indian government has estimated that India would emerge with a
market size of 1.2 million cruise visitors by 2030-31. Dream Hotel Group
plans to invest around US$300 million in the next 3-5 years for the
development of the cruise sector in India.
• India is the most digitally advanced traveller nation in terms of digital
tools being used for planning, booking, and experiencing a journey.
India’s rising middle class and increasing disposable income has
supported the growth of domestic and outbound tourism.
• The United Nations World Tourism Organisation selected Pochampally in
Telangana as one of the best tourism villages in November 2021.

09
 COMEPTITION OF MAJOR PLAYERS

The Indian hotel industry is highly fragmented with a large number of small
and unorganised players accounting for a large share of the market. The major
players in the organised segment include the Taj Group (34.58%), the Oberoi
Group (21.59%), ITC Hotels (20.68%), and others (23.15%).

The report on the Hospitality Industry in India covers the major international
players and the leading domestic players in the hotel and hospitality industry
in India. The hospitality sector in India is dynamic and emerging. It holds
greater potential to grow for both the national and international players who
are interested to enter the Nation’s hospitality industry.

010
011
 MAJOR COMPANIES ACROSS SEGMENTS

As per the Federation of Hotel & Restaurant Associations of India (FHRAI), in

FY21, the Indian hotel industry has taken a hit of > Rs.1.30 lakh crore
(US$17.81billion) in revenue due to impact of the COVID-19 pandemic.

012
 INITATIVES BY GOVERNMENT

The Indian Government has realised the country’s potential in the tourism
industry and has taken several steps to make India a global tourism hub. Some
of the major initiatives planned by the Government of India to boost the
tourism and hospitality sector of India are as follows:
• In the Union Budget 2022-23:
o Rs. 2,400 crore (US$ 309.13 million) has been allocated to the
Ministry of Tourism which is 18.42 %higher than the allocation for
FY 2021-22.
o Rs. 1,181.30 crore (US$ 152.16 million) is allocated for the
Swadesh Darshan Scheme.
o Rs. 235 crore (US$ 30.27 million) for the Pilgrimage Rejuvenation
and Spiritual and Heritage Augmentation Drive (PRASHAD)
Scheme.
• The Ministry of Tourism has launched the National Strategy for
Sustainable Tourism and Responsible Traveller Campaign in June 2022.
• From November 15, 2021, India allowed fully vaccinated foreign tourists
to visit India, which in turn will help revive the Indian travel and
hospitality sector.
• In November 2021, the Ministry of Tourism signed a Memorandum of
Understanding (MoU) with Indian Railway Catering and Tourism
Corporation to strengthen hospitality and tourism industry. The ministry
has also signed an MoU with Easy My Trip, Cleartrip, Yatra.com, Make
My Trip and Goibibo.
• In November 2021, the Indian government planned a conference to
boost film tourism in the country with an aim to establish domestic
spots as preferred filming destinations. This move is expected to create
jobs and boost tourism in the country.
• In September 2021, the government launched NIDHI 2.0 (National
Integrated Database of Hospitality Industry) scheme which will maintain

013
 a database of hospitality sector components such as accommodation
units, travel agents, tour operators, & others. NIDHI 2.0 will facilitate the
digitalisation of the tourism sector by encouraging all hotels to register
themselves on the platform.
• Government is planning to boost the tourism in India by leveraging on
the lighthouses in the country. 71 lighthouses have been identified for
development as tourist spots.
• The Ministry of Road Transport and Highways has introduced a new
scheme called ‘All India Tourist Vehicles Authorisation and Permit Rules,
2021’, in which a tourist vehicle operator can register online for All India
Tourist Authorisation/Permit. This permit will be issued within 30 days of
submitting the application.
• The Indian Railway Catering and Tourism Corporation (IRCTC) runs a
series of Bharat Darshan tourist trains aimed at taking people to various
pilgrimages across the country.

014
 BARRIERS TO ENTRY & EXIT

A barrier to entry is something that blocks or impedes the ability of a company

(competitor) to enter an industry. A barrier to exit is something that blocks or
impedes the ability of a company (competitor) to leave an industry.
In general, industries that are difficult for new competitors to enter may enjoy
periods of good profitability and limited rivalry among competitors.
Conversely, industries that are easy to enter attract new companies into the
industry during periods of profitability. So, rivalry among competitors can be
intense. On the other end, industries that are difficult to exit have more rivalry
than industries that are easy to leave.
Some of the common barriers to entry and exit are listed below.
Typical Barriers to Entry
• Economies of size - The need for a large volume of production and sales
to reach the cost level per unit of production for profitability is a barrier
to entry.
• Capital intensive - A large capital investment per unit of output in
facilities tends to limit industry entry.
• Intellectual property - Patents and other types of proprietary intellectual
property are very effective in limiting industry entry.
• High switching costs - The tendency for buyers of an industry’s products
to be reticent about switching to a new supplier tends to limit entry.
• Established brand identity - Industries dominated by branded products
are difficult to enter due to the large amount of time and money
required to create a competing branded product.
• Permitting requirements - Industries where permitting and licenses are
required to establish production tend to have limited entry.
• Government standards - Industries where rigid industry standards exist
tend to have limited entry.

015
Typical Barriers to Exit
• Investment in specialist equipment - Investments in specialized
equipment that cannot readily be used in other industries tends to be an
impediment to leaving the industry.
• Specialized skills - Highly specialized skills by industry participants that
cannot be utilized in other industries tend to be an impediment to
leaving the industry.
• High fixed costs - High levels of dedicated fixed costs tend to be an
impediment to leaving an industry
If we combine entry and exit, we can predict industry rivalry, stability and
profitability. As shown in Figure 1, an industry that is easy to enter but difficult
to leave has intense industry rivalry and low profitability. At the first sign of
excess profitability in the industry, competitors flock to the industry. However,
when profitability falls, it is difficult to leave the industry so profitability
remains low.

016
Conversely, an industry that is difficult to enter but easy to leave is shown in
Figure 2. It has limited industry rivalry and tends to have good profitability.
Competitors have a difficult time entering the industry during times of good
profitability. However, during period of low profitability, competitors leave the
industry easily.

Conversely, an industry that is difficult to enter but easy to leave is shown in

Figure 2. It has limited industry rivalry and tends to have good profitability.
Competitors have a difficult time entering the industry during times of good
profitability. However, during period of low profitability, competitors leave the
industry easily.

017
Industries that are difficult to enter and difficult to exit are shown in Figure 4.
The size and composition of the industry is static and changes slowly. Supply
changes slowly due to market signals so price responds strongly to changes in
demand. The amount of rivalry can change radically due to changes in demand.

018
 CHARACTERSTICS OF THE INDUSTRY

▪ Intangibility: Service cannot be seen, tasted, heard, or smelled and

measured before they are received. So, hospitality service staffs should give
special attention to personalizing service etiquette, hospitality conversation.
quality of service equipment. friendly environment as well as the quality of
products. Here. the customers just feel and have experience of services
provided by Service stalls. Intangibility refers to functional services that count
more than tangible or technical service. the tangible refers to what we serve
and intangible refers to how we serve. If the guests are satisfied with the
products and services they come back again and again.

▪ Inseparability: During the guest's service in the hospitality industry, the

service staffs perform as an actor on the stage. They possess high skills by
handling the equipment to provide tangible services. Therefore. service cannot
be separated from the service providers. sometimes guests also are involved in
the preparation of products and services. They entertain when they involve in
the preparation of products and services.

▪ Variability: Services have highly variability the same room or food gives a
different level of satisfaction with the different customers at different times so
the guests can have different experiences. The same guest receives different
feelings at different times. The quality of service does not only depend upon
what we serve also depends on how we serve. And also depends upon how the
customer receives it.

▪ Perishability: In the hospitality industry. service cannot be stored

because they are highly perishable. Unused 'service of
today cannot be sold the next day; the guest's rooms of hotels are highly
perishable. They cannot be stored to sell the next day. Hospitality services
have a time frame for utilization.

▪ Heterogeneity: In hospitality. the system of products and services may

vary from one to another establishment. This is the essence of hospitality. So,
the guests have various options to choose from. The same soup offered by
hotel A may be different from hotel B. the same type of guest room offered by

019
 hotel A may have different amenities that hotel B. The facilities, the methods
of preparation. the brand, the service staff, the complementary offered to play
a vital role in the guest's reaction.

▪ Labour Intensive: Since the hospitality industry is service-oriented in its'

nature, it requires a huge supply of labor to create a memorable experience for
the customers. This characteristic is especially true for those enterprises which
target high-ended customers. For example, staff-to-guest ratios are high in fine
dining restaurants and 5-star hotels which aimed at providing one-on-one
services to their customers. Although the advancement in technology does
contribute to the replacement of some simple tasks in the whole service
process, customers who concern the element of 'care' generally expect a high
degree of human contacts and personalized services in their consumption
experiences. It explains why the industry is always in high demand for labor
and is willing to spend time and resources in training and recruiting potential
candidates to join the workforce of the hospitality industry.

▪ Relationship Building: The hospitality industry highly depends on

repeated customers for survival. Building long term relationships with
customers can benefit the organizations for generating stable revenues
regardless of the instability of seasons and at the same time, developing brand
reputations through positive word-of-mouth of the repeated customers. In
order to develop brand loyalty, different methods are currently applied by the
lodging and foodservice sectors, such as membership programs that give
privileges and incentives to frequent customers. However, top management of
organizations does believe that the informal ways of building "friendship"
between front-line staff and customers through a high degree of personal
attention and customization can win the loyalty of customers in the long run.

▪ Diversity in Culture: closely related to the tourism industry, it is not

surprising that people involved in this hospitality sector, no matter customers or
staff are experiencing diversity in culture through interacting with others. Staffs
who work in a hospitality organization always have interactions with customers
from different regions or to work and corporate with other colleagues who may
have different backgrounds cultures. Due to their differences in religious beliefs
and values, some conflicts and misunderstandings can easily occur.

020
 DATA ANALYSIS

Industry giants like Taj Group, Oberoi Group, ITC Group, Leela Group,
and so on can distinguish themselves by cross-selling of profitable products
like mini-theatres, exhibitions, party halls and convention services, adding
their own favour. On the other hand, the smaller players may target at
providing quality of service at lower prices. They can further amplify their
profits by choosing good location for relative target market.
The results of the study indicate that the Taj Group is the leader of the
Indian star hotel segment, followed by Oberoi Group. Further, together they
make up 56.17% of the market. Leela Group was ranked third, and ITC Group
was ranked last.
The Taj Group was found to dominate the industry in terms of food &
beverages, service, and infrastructure. However, the Oberoi Group was found
to dominate in terms of amenities, which makes it an upcoming market
challenger in the star hotel segment. The Leela Group was ranked third
overall, leading over the ITC Group with respect to food & beverages, service,
amenities, and infrastructure, making it a potential market challenger. Finally,
ITC Group was found to dominate in terms of price, suggesting that it may
also be a potential challenger, attempting to gain market share by competing
on price.
Thus, the results of the study indicate that, though currently the Taj Group
is the market leader and the Oberoi Group is the market challenger, the Leela
Group and the ITC Group can emerge as market challengers to destabilise
their position. This is a clear reflection of the intense competitive rivalry in
the industry.
There are several limitations inherent in the study. The sample size for
the study was very small, and the paired comparisons were subjective, so that
the results of the study may not be generalisable. Also, the study considered
only certain criteria, but these may not be sufficient to capture all aspects of
hospitality. Further, each of the criteria have sub-criteria, and a direct pairwise
comparison of the criteria may be misleading. Also, pairwise comparison of the
hotels under some criteria may be difficult due to contradictory assessments
under the sub-criteria. A hierarchical AHP approach may be more suitable in
this context. Finally, there may be ambiguity in the paired comparisons. In
these circumstances, fuzzy AHP analysis would be more suitable.

021
Competitive Analysis of the Indian Star Hotels using the Analytic Hierarchy Process

022
Growth in arrivals through e-tourist visa:
• In November 2014, the government introduced e-Tourist Visa to
facilitate arrival of nationals from 43 countries. As of March 2021,
the facility was extended to 171 countries.
• The e-Tourist Visa is part of e-Visa facility which includes e-Business Visa,
e-Conference Visa, e-Medical Visa and e-Medical Attendant Visa.
• Tourist arrivals through e-Tourist Visa increased at a CAGR of 39.44%
during 2016 -19 to reach 2.93 million tourists in 2019.
• In 2020 (Jan-Nov), 8.38 million foreign tourists arrived on e-Tourist Visa,
registering -67.2% growth.

023
Leading States and UTs in terms of Tourist

024
 MARKET SIZE

SECTOR COMPOSITION & KEY TRENDS

025
 UPCOMING CHALLENGES & NEW SOLUTIONS

Oversupply, slowing demand

With oversupply of rooms and slowing demands, a lot of hotels today are
struggling to keep up. New brands entered the country which gave stiff
competition to local hotels as well as established chains. Many hotels opened
up venues at unfavourable locations in Tier I and Tier II cities. Some are now up
for sale and even though investors are looking at buying, the yields don’t seem
to be attractive. Low occupancy rates have made it tougher. With limited
corporate travel and fewer overnight stays, the sector will need to research
other avenues besides tourism to stay afloat in a price-conscious market.
On the upside, the sector will see a further rise in investment. According to a
report released by Meraqi, a real estate advisory firm, the hospitality sector is
likely to witness an annual investment of $0.5-0.6 billion during 2018-2022 and
a total investment of up to $2.8 billion by 2022.
New Competitions are Solutions
Airbnb, Oyo Rooms and initiatives like Couch Surfing have changed the face of
global hospitality. Pricing, location and convenience have converted many
traditional hotel users to Airbnb clients which is in-turn is preferred by price
conscious young travellers looking for new local experiences.
Shared economy and budget/value stays have cannibalised the demand for
traditional hotels and disrupted the hospitality industry. Reduced start-up
costs and reaching out to the digital customer have allowed smaller companies
to compete with bigger players for the same revenue.
Larger hotels need to use their inventory in clever ways with the help of
intelligent marketing while providing exceptional service at competitive rates.
Cruise is one of the most dynamic & fastest-growing segments in the global
leisure industry. Indian government has estimated that India would emerge
with a market size of 1.2 million cruise visitors by 2030-31.Moreover, India is
looking to take advantage of its 7,500 km coastline to tap growth potential of
the cruise tourism segment.

026
In April 2021, Dream Hotel Group announced plans to invest ~US$300 million
in the next 3-5 years for development of the cruise sector in India.
The group has also launched Cordelia Cruises in affiliation with Waterways
Leisure Tourism Private Limited, which will begin its cruise operations in India
from May 2021. India signed a deal of worth US$ 950 million with Russia for
two upgraded cruises. These ships are expected to be delivered by 2022.
We expect a boom in the Indian travel and tourism industry in the coming
years. India’s increasing popularity as a medical tourism destination, steadily
growing Meetings, Incentives, Conferences and Exhibitions (MICE) segment
and an increasing fondness among millennials and Gen Z generations to travel,
will result in overall growth in room tariffs and may offset the current
imbalance of supply and demand.
There is a lot of scope for growth in India’s hospitality sector, but not without
some necessary changes to keep up with changing trends. With the right
targeting, brands can reach out to new audiences and target new sectors in the
domestic and international travel industry.

027
CONCLUSION

028
 BIBLIOGRAPHY

• https://www.extension.iastate.edu/agdm/wholefarm/html/c5-200.html
• https://www.linkedin.com/pulse/hotel-industry-porters-5-forces-harish-gupta/
• https://www.researchgate.net/publication/333855843_COMPETITIVE_ANALYSIS_OF_THE_I
NDIAN_STAR_HOTELS_USING_THE_ANALYTIC_HIERARCHY_PROCESS
• https://www.ibef.org/industry/tourism-hospitality-india
• https://www.forbesindia.com/blog/travel/how-the-indian-hospitality-sector-can-up-its-
game/

029