In a candid interview with HospitalityNews, we delve into the inspiring journey of Regenta & Royal Orchid Hotels’ trailblazing leader. From overcoming industry challenges to introducing groundbreaking amenities, he shares insights on leading a hospitality empire. Discover how innovation, personalization, and unwavering dedication shaped the future of this renowned hotel chain.

From humble beginnings in Shimla, Mr. Chander K. Baljee, hailing from a hotelier family, founded Regenta and Royal Orchid Hotels, a now prominent hotel brand in India. His journey started with a small restaurant in Shimla, followed by his first hotel venture in Bangalore after leasing ‘The Stay Longer Hotel’ and transforming it into Harsha. The turning point came in 1985 with Hotel Royal Orchid, his first 5-star venture near the old Bangalore airport. Rapid growth followed with the addition of four hotels by 2004 and expansion into cities like Hyderabad, Jaipur, and Pune. The successful IPO in 2006 marked another milestone, raising Rs 130 crore.

Today, Royal Orchid Hotels operates 12 hotels across major cities, focusing on high-quality, affordable accommodation. With plans to expand into markets like Mumbai and Ahmedabad, Royal Orchid Hotels stands as a testament to Mr. Baljee’s vision and perseverance, continually striving for greater achievements in the hospitality sector.

As the driving force behind Regenta & Royal Orchid Hotels, what is the core vision that fuels your commitment to the hospitality industry, and how has it evolved over the years?

We entered the hospitality industry about 50 years ago. We were from Shimla, where my father started a hotel and a restaurant. That stood the test of time and has been the number one restaurant for all these years. When I came to Bangalore, I decided that we should make a name for ourselves in this city. Of course, at that time, we didn’t realise we would go national. But over the years, we have built a brand, and we have gone national.

Leading a renowned hotel chain requires exceptional leadership. Can you share a defining moment where your leadership skills were put to the test, and the outcome you’re most proud of?

The first crisis we faced when we started our hotel in Bangalore several years ago was with the Union. At that time, there was a lot of Union activity in Bangalore, and people were very militant. They all ganged together and attacked us. We stood our ground. We had suspended certain people and said that, no matter what happens, we would continue to take our stand because they were very unreasonable. That is something that happened at an early stage in my life. But it was a great experience to face people throwing stones into your compound. That made me quite tough and prepared to handle any situation. Regenta and Royal Orchid Hotels are known for their unique and memorable experiences.

What’s the most innovative concept or service you’ve introduced that has been a game-changer for guest satisfaction?

We’ve done so much! Actually, we’ve been pioneers in innovation. We were the first hotel to introduce cable TV in the country. I remember approaching a startup company called Nelco to install it for us. It took them a couple of months to experiment and get it set up. In those days, there were VCRs instead of cable; we had three VCRs and played tapes. In this way, we undertook many unique and pioneering endeavours. We continue to innovate. In fact, we were the first hotel in the country to introduce a free buffet breakfast. Of course, others followed suit. It’s not rocket science; they had to follow our lead. This move has been a gamechanger; guests are happy and satisfied, and we face fewer morning complaints related to service. We were also the first to offer free WiFi in hotels. Over the years, we’ve introduced many innovations with the guest in mind.

With the changing preferences of modern travellers, how do you stay ahead of the curve in terms of offering innovative and personalized amenities?

Today, we gather a lot of data from guests to understand their preferences. Hotel rooms and facilities have become standardized. Even small hotels have TVs and other standard amenities, like quality beds, mattresses, and washrooms. There’s now minimal difference between hotels in terms of physical facilities. Our focus has shifted to the food we offer, the quality of our service, and the experiences we provide. What we aim for is a unique experience in every location. We try to enhance that experience in our hotel because today’s youth seek more than just a bed and a meal. They want an experience they can share on platforms like Instagram and Facebook. This kind of value is essential today.

Guest experience is paramount. Can you share an instance where Regenta & Royal Orchid Hotels went above and beyond to create an unforgettable moment for a guest, demonstrating the group’s commitment to exceptional service?

Sometimes, calamities occur in the hotel, which is why we are very sensitive. There was an instance where a guest had a heart attack in our Goa hotel. In the middle of the night, he was taken to the hospital, treated, and cared for several days before making arrangements for his return. In such situations, we don’t prioritize money; we believe that a guest’s life and needs are paramount. We remind our staff that guests will remember these gestures for a lifetime, so it’s crucial to attend to them.

With your extensive background in hospitality, what key elements have you found to be consistently essential in providing a truly exceptional guest experience?

What you need is persistence, perseverance, and a lot of patience. This is what we tell all our people: you have to have that if you want to succeed and arise in the hospitality industry. So, I think that’s what we try to imbibe in our people and to set an example. Also, a lot of our cluster heads who are the backbone of our company, follow exactly what I intend to do. They carry forward my vision, and that is what has really resulted in the success of this group.

With hotels in various locations, each with its own unique charm, can you share a memorable experience that highlights how Regenta and Royal Orchid Hotels have embraced and celebrated the diversity of these locations?

Indeed, there’s a lot of diversity across our establishments, but one consistent element in all our hotels is warmth. We don’t see our guests merely as customers; we regard them as friends. This attitude of friendliness and warmth is present in all our hotels. Another hallmark is our food. While we might offer local cuisines, our food stands out as exceptional and maintains a consistent quality across the country. These two aspects are particularly distinctive.

If you had to pick one Royal Orchid Hotel that best captures the essence of the brand, which one would it be, and what makes it stand out?

It would be unfair for me to say that one particular hotel stands out. However, I’ll provide an example of our Goa hotel. It’s not exceptionally large, but it’s situated on the beach. Spanning five and a half acres, it boasts 73 rooms. One aspect guests appreciate about this hotel is the bonding experience it facilitates; every room faces the pool, which in turn faces the beach. The service and food at this hotel are exceptional, a standard mirrored in many of our other establishments nationwide. But if you ask me to choose a favorite, I have a fondness for that location and Goa in general.

Being a prominent figure in the hospitality industry, you’ve undoubtedly had numerous encounters and experiences. Can you share a story that has deeply impacted your perspective or approach to leading your hotels?

There isn’t just one story to highlight; we encounter new stories daily across our various hotels. One consistent challenge in our industry, especially in our country, is environmental management. We frequently confront issues arising from authorities who, while performing their duties, present challenges for us. These issues keep us both busy and, at times, invigorated by the ensuing challenges.

What’s the most valuable piece of advice you’ve received in your career that continues to guide you in your role as the Chairman & Managing Director?

One piece of advice my father gave was that while expanding the business, one should never abandon their core values. There will always be temptations to prioritize profits, but money shouldn’t be the sole objective. It’s crucial to remain compassionate, take people along on the journey, and maintain a caring organization. These principles are vital for our company. For instance, if an employee or their family member falls ill, we often go beyond our regular duties. Though company rules might dictate one course of action, we’ve established a foundation to assist in situations that might not strictly fit within company guidelines.

The hospitality landscape is ever evolving. What exciting developments or expansions can we expect from your hotels in the coming years?

One significant observation is the rapid evolution of technology. Every day brings something new, like the Metaverse, which has been a topic of discussion for the past year. We were among the early adopters of the Metaverse. Now, at Amplar, our banquet bookings are facilitated through it. This provides an immersive experience for guests, allowing them to view venues even when they’re occupied. Additionally, we’re embracing AI and ML. These technologies are the talk of the town, and we’re using them to capture guest experiences. The aim is to anticipate and enhance their subsequent visits. Currently, these technological advancements are our primary focus.

If you could set a bold vision for the future of the brand, what would it be, and how do you envision the group’s role in shaping the industry?

We are currently working on segmenting our hotels. With around 100 hotels in our portfolio, we’re categorizing certain ones as strictly five-star, offering unique experiences distinct from our midmarket hotels. There will be a broad spectrum of mid-market hotels, followed by a selection of budget hotels. By “budget,” I mean smart budget hotels designed to provide guests with a refreshing experience, equipped with modern technology that appeals to the younger generation. Furthermore, we have boutique hotels, like the one in Brenda, One Garden – a century-old establishment with 24 rooms – and the Metropole in Mysore, which has 30 rooms. While these hotels offer a five-star experience, they are boutique in nature, emphasizing personalized services. Over time, these four segments will become more defined within our group.

What approach does your team adopt when faced with sudden challenges or special requests from guests, and how do you ensure these moments turn into delightful experiences?

At times, guests arrive with last-minute requests, such as a celebration for a spouse’s birthday. Our team swiftly acts to ensure these moments are special, crafting romantic setups with towel art, flowers, cakes, and even photo cakes. Many of our hotels are equipped with cameras and edible cake printers for such occasions. For guests desiring a unique evening, some of our hotels feature gazebos, like the one downstairs in this hotel, surrounded by light curtains and ambient pink lighting. This setup creates a magical experience. In each of our hotels, we strive to craft these magical moments for our guests.