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Jewel in the Crown

Student’s Name

Institutional Affiliation

Instructor

Course

Date
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Taj Hotels

The Taj Group's competitive edge lies in its rich historical legacy, outstanding service,

and unique offers that go beyond traditional hospitality conventions. The Taj has created

individualized and extravagant experiences for its guests by combining legacy and contemporary

luxury, increasing its value proposition above simply accommodation. The Taj uses its historic

properties to take guests to India's imperial past while simultaneously ensuring their modern-day

comfort with top-notch amenities (Sharma & Kochher, 2018). Its exquisite attention to detail,

unwavering commitment to customer satisfaction, and comprehensive understanding of local

culture sets it apart from its competitors, establishing a standard in the hospitality sector.

The Taj’s Core Values and CVP

A brand's core values serve as a moral compass, guiding its activities, decisions, and

interactions with stakeholders. These are the foundational values that support the brand's identity

and reputation. Taj's basic values are trust, awareness, and joy (Sharma & Kochher, 2018).

Awareness demonstrates Taj's commitment to cultural sensitivity, social responsibility, and

environmental care. Taj embraces its duty as a curator of cultural history and works to encourage

cross-cultural understanding and appreciation.

Joy embodies the core of Taj's hospitality philosophy. It represents the pursuit of delight,

warmth, and happiness in all guest interactions. Taj strives to not only meet but surpass client

expectations, infusing each encounter with moments of excitement and surprise. The Taj ethos is

based on trust (Sharma & Kochher, 2018). It signifies the company's dedication to integrity,

dependability, and transparency in all business dealings. Taj strives to develop and sustain

consumer confidence by keeping commitments, upholding high ethical standards, and fostering

genuine connections.
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Taj's Customer Value Proposition (CVP) is aligned with these core values and reflects the

company's consistent commitment to market excellence and distinctiveness. Taj's CVP centers

on providing unrivaled luxury, customized service, and authentic cultural experiences. Each part

of the CVP is precisely constructed to appeal to the interests and aspirations of discerning

tourists, raising the hospitality experience to new heights. At the heart of Taj's CVP is the

promise of unrivaled luxury (Sharma & Kochher, 2018). They create an environment of

opulence and sophistication that welcomes guests from the moment they enter a Taj resort.

Another pillar of the Taj CVP is personalized service, which reflects the company's philosophy

that hospitality is an art form based on human connection and empathy.

The Indian Hotels Company Limited (IHCL)

The Indian Hotels Company Limited (IHCL) has the potential to maintain a competitive

advantage across its diverse portfolio of brands, primarily by capitalizing on the strong

reputation of the Taj name while simultaneously expanding its offerings to cater to a variety of

distinct market segments. By using the Taj name's renown, IHCL can successfully differentiate

itself from competitors and develop a strong position in the hospitality business. The Taj brand

possesses a centuries-long legacy that is founded in India's rich cultural heritage and hospitality

traditions. This legacy can imbue IHCL properties with a sense of authenticity and prestige,

distinguishing them from rival enterprises.

IHCL can also use strategic brand positioning and committed management in this

undertaking. By carefully defining the positioning of each brand in its portfolio, IHCL can

ensure that each serves a certain demographic or niche market, maximizing appeal and relevance

(Iyer et. al, 2019). IHCL must also maintain high standards across all of its properties, regardless

of brand or location, to establish a reputation for dependability, excellence, and customer

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satisfaction. This includes not only following established service procedures but also cultivating

a culture of continual improvement and innovation, in which guest opinion is actively collected

and incorporated into operational practices.

IHCL must also continue investing in property maintenance, employee training, and

innovation to keep up with evolving customer preferences and industry trends. Properties must

be meticulously maintained to retain their attractiveness and attraction, ensuring that guests are

continually exposed to environments of comfort, luxury, and functionality. Staff training

programs are critical for equipping personnel with the skills, knowledge, and mindset needed to

provide excellent service and develop meaningful client encounters. Furthermore, IHCL must

stay on top of developing trends and developments in the hospitality industry, proactively

implementing new technologies, facilities, and service offerings to stay ahead of the competition

and please clients.

Mariton vs. IHCL

To advise Kumar on how Mariton can effectively compete with IHCL, it is important to

understand the two companies' distinct capabilities and market positioning. While IHCL, notably

its Taj Hotels brand, excels at providing luxury accommodations and immersive cultural

experiences, Mariton can carve out a niche by focusing on distinctiveness and addressing certain

market niches. I would advise Kumar to encourage Mariton to perform extensive market research

to find underserved sectors or new trends in the Indian hospitality sector. This could include

focusing on specialized industries like eco-tourism, adventure travel, or health retreats, which

may have less competition from established firms like IHCL. Mariton may differentiate itself and

win loyal customers by providing personalized experiences tailored to these segments' interests

and preferences.
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I would also advise Mariton to concentrate on increasing brand recognition and creating

relationships with its target audience through strategic marketing and collaboration. This could

involve working with influencers or local influencers, sponsoring events or festivals, or using

social media platforms to promote its unique offers and engage with customers. Mariton can

effectively compete with IHCL and establish itself as an established force in India's hotel

business by developing a strong brand identity and emotional connection with customers.
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References

Sharma, A., & Kochher, P. (2018). Taj hotels, palaces and resorts: The road ahead. Emerald

Emerging Markets Case Studies, 8(3), 1-21. https://doi.org/10.1108/EEMCS-01-2018-

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Iyer, P., Davari, A., Zolfagharian, M., & Paswan, A. (2019). Market orientation, positioning

strategy, and brand performance. Industrial Marketing Management, 81, 16-29.

https://doi.org/10.1016/j.indmarman.2018.11.004