Exclusive Interview: Navigating Challenges and Innovations at Le Royal Méridien Chennai, GM's Perspective

Exclusive Interview: Navigating Challenges and Innovations at Le Royal Méridien Chennai, GM's Perspective

Admin

Published on October 1, 2023

In this issue, we had the opportunity to sit down for an exclusive interview with the distinguished General Manager, Bhaskaran T Menon, of Le Royal Méridien Chennai.

Bhaskaran T Menon, General Manager at Le Royal Meridien Chennai, has been leading the luxury hotel since December 2019. Prior to this, he served as the General Manager at The Lalit Ashok Bangalore for an impressive 5 years and 3 months, during which he achieved remarkable growth in revenues and profits. His tenure as a Resident Manager at The Lalit Laxmi Vilas Palace Udaipur demonstrated his ability to turn around underperforming units, resulting in significant revenue growth. Additionally, he has held key leadership positions at InterContinental The Lalit Mumbai, Hyatt Regency Pune, and Novotel Hyderabad & Hyderabad International Convention Centre, showcasing his expertise in hotel management and project leadership. With over two decades of experience, his career has been marked by a strong focus on operational excellence and guest satisfaction.

Le Royal Méridien Chennai is a renowned hotel. What do you believe sets it apart from other hotels in the area, and what strategies have you implemented to maintain its reputation?

Le Royal Méridien Chennai boasts a rich legacy, with 23 years of history behind it. It holds the distinction of being the first international hotel in South India. While other hotels in the region previously had tie-ups with international chains, we were the first to stand alone, and that heritage carries significant weight. Our hotel's construction was a carefully considered endeavor. We collaborated with international designers to bring together the timeless beauty of Tamil Chozha and Pandiya architecture, blending it seamlessly with our modern aesthetic. The result is a truly unique and inspiring style that sets us apart.

From a strategic standpoint, we prioritize accessibility and approachability. When you choose to stay with us, you'll encounter more than just smiles and courtesy; you'll meet warm and friendly individuals who genuinely care about your comfort and well-being. Our hotel offers some of the finest suites in the city, boasts one of the most luxurious banquet halls, and our restaurants are highly sought after.

Can you share some insights into the challenges the hotel industry has faced in recent years, especially in the wake of the COVID-19 pandemic, and how you've navigated these challenges?

The foremost challenge we encountered was a shortage of skilled manpower, a critical issue in our industry. Quality personnel are in short supply, and this shortage is expected to persist for the next 5 to 6 years. To address this, we adopted a unique approach by collaborating with universities and colleges that might have been overlooked. We've hired fresh graduates from these institutions to fill the gaps in our workforce.

From my perspective, Chennai, like many other major Indian cities, is still developing. It may take around 3-4 years for it to reach its full potential. Consequently, sourcing high-quality materials is another significant challenge. To maintain the desired standards in our hotel, we've had to invest in developing our supply chains and ensuring we have the right personnel in place. This is essential to meet our quality requirements.

What is your approach to guest satisfaction, and how do you ensure that guests have a memorable experience during their stay at Le Royal Méridien Chennai?

Throughout the hotel's existence in our country, we've used terms like "guest satisfaction." But, ultimately, we're in the business of selling luxury. Two decades ago, a bathtub or an 18-inch TV was considered a luxury. However, things have evolved due to increased accessibility and affordability. Now, big-screen TVs, plush mattresses, and high-thread-count bedsheets are no longer luxuries but expectations.

Our focus has shifted towards genuine guest experiences. We must recognize that our guests invest a significant amount to stay with us, whether for leisure or business. Therefore, empathy towards every guest is crucial. Making each guest feel valued and important is our top priority. If we excel in these aspects of management, we've already solved 90% of the challenges. You don't need to reinvent the wheel; you simply need to be authentic.

Sustainability and responsible tourism have become increasingly important. Could you describe any sustainability initiatives that Le Royal Méridien Chennai has undertaken under your leadership?

In today's era, the prevailing talk and focus revolve around sustainability. We are equally dedicated to creating a sustainable environment and leaving a positive legacy for future generations. Our hotel operates solely on 100% renewable energy, and it's a zero-discharge establishment. We take pride in not discharging any wastewater into the city sewage system. Our Sustainable Development Plans (SDPs) and Effluent Treatment Plants (ETPs) are self-sufficient, efficiently managing all the wastewater generated within the hotel.

Moreover, we've implemented a robust rainwater harvesting system that caters to our air conditioning plant and gardening needs. These initiatives make us self-reliant, significantly reducing our dependence on city water sources. Although we can't completely eliminate drawing water from the city's supply, we've minimized it considerably.

One noteworthy step we've taken is in the realm of plastic waste reduction. Hotels often contribute significantly to plastic waste, so we've made conscious efforts to reduce it. We've eliminated the use of cling wraps and single-use plastics throughout the hotel. In lieu of disposable water bottles, we've established our bottling plant. This measure alone has reduced our garbage production by an impressive 70%. For instance, during a banquet event for 500 people, the production of 1500 plastic bottles as waste has been completely halted. This represents a significant achievement in our recent efforts.

Furthermore, we're in the process of installing heat pumps to limit the use of diesel, reserving it solely for diesel generators. We remain open to adopting new technologies that could eliminate the need for diesel in electricity generation, aligning with our commitment to sustainability.

Managing a large team is a critical aspect of your role. How do you foster a positive and productive work environment for your staff, and what strategies do you use for employee development and retention?

I find myself in my current position today because I've been fortunate to work with many exceptional leaders who mentored and guided me. They provided me with opportunities to learn from my mistakes and helped me grow. I believe in applying the same approach to my team members. We all go through phases in life where someone extends a helping hand to shape our journey, and now it's our turn to support those who join us with dreams in their hearts.

So, we strive to create a nurturing environment within our team. We understand that mistakes happen, and we don't dwell on them. Instead, we provide ample coaching and guidance. We've implemented a buddy system in the hotel, where newcomers are paired with experienced team members who mentor them, helping them acclimatize to the hotel's operations and culture.

Additionally, we organize regular employee engagement programs, and our team hall serves as a valuable platform for interaction. We highly value every individual's feedback, and we ensure that all team members are involved in certain decision-making processes to make them feel valued.

Ultimately, if I can see my team members relax with a cup of tea at the end of a long day's work, I believe I've accomplished my goals. It's about creating an environment where they feel appreciated and cared for.

With the advancement of technology, how has Le Royal Méridien Chennai incorporated innovations in hospitality to enhance guest services and operations?

When you consider our hotel's affiliation with Marriott, it's clear that we benefit from their extensive support and guidance. We've made several upgrades to enhance our guests' experience. For instance, we've installed brand-new televisions and modernized the guest entry and exit processes. Our state-of-the-art locking systems allow guests to check in while they're still at the airport, and they receive their room key directly on their mobile phones.

We're also in the process of installing heat pumps, a technology that will replace traditional boilers. This shift towards more eco-friendly practices is part of our commitment to sustainability. Just a decade ago, having an in-house water bottling plant in a hotel was unheard of, but we've implemented it successfully.

The COVID-19 pandemic has taught us valuable lessons, leading us to make crucial changes. We've upgraded our air filtration systems, increased internet bandwidth, and adopted the latest property management system. These improvements ensure that our guests enjoy a seamless and productive stay with us, reflecting our dedication to their comfort and satisfaction.

In terms of dining and cuisine, what unique offerings or culinary experiences does Le Royal Méridien Chennai provide, and how do you stay attuned to evolving food trends and preferences?

We take great pride in our dining options at the hotel. For instance, we have Cilantro, our 24/7 all-day dining restaurant, which was the first to reopen immediately after the initial wave of the COVID-19 pandemic. We've also recently reopened Navaratna, our Indian restaurant.

As for Kayal, our seafood restaurant, we're considering some exciting changes, although those will be implemented a bit later. Our bar, Dome, has gained a well-deserved reputation for its fantastic cocktails, offering some of the most innovative concoctions in the Chennai market. Flame, our nightclub, has been a hotspot for the younger crowd for over two decades.

In order to stay relevant and keep up with changing trends, we send our chefs out to explore the culinary landscape, assess the competition, and see if there are any unique ideas we can incorporate into the hotel. In fact, we recently won an award for our wedding cake in the ongoing SICA Culinary Challenge. These achievements serve as morale boosters and incentives for our team to continue innovating.

Every Friday, we encourage our chefs to come up with something innovative. The top three innovations are then featured in the buffet for the following week, ensuring that our menu is constantly evolving and offering something fresh and exciting for our guests.

As the GM, what is your personal leadership philosophy, and how does it influence the hotel's overall culture and performance?

I firmly believe that a leader sets the tone for an organization's culture and direction. That's why I strive to be open and approachable in my leadership style.

The most crucial aspect to remember is that our guests, who invest a significant amount of money to stay at our hotel or dine in our restaurants, are the lifeblood of our business. Recognizing this and instilling this understanding in my team is paramount. When we all grasp that our guests are the most important people in the world, we've already won half the battle.

I make it a point to be easily accessible. Anyone, anytime, regardless of the hour, should feel comfortable reaching out to me—whether they are guests, team members, or superiors. This approach sets the tone for the entire organization. It means we're always ready to serve, regardless of the time of day. It's a mindset that makes a real difference.

What do you personally find most rewarding about your role as General Manager of Le Royal Méridien Chennai, and what goals do you have for the hotel's future under your leadership?

To me, a fulfilling day is one where I can go home with a sense of happiness, knowing that I've made a positive impact on someone's life, be it a guest or a team member. If I've been able to share the knowledge I've accumulated in my 25 years in this industry and help someone grow, then it's been a good day.

Looking ahead, I see growth on the horizon. In the next two years, our aim is to become one of the best hotels in the city, and I believe we're on the right path to achieve that goal.

This interview is exclusively published on Hospitalitynews.in. 


Vivek Shukla Redefines Loyalty Through Purpose-Driven Hospitality

Vivek Shukla Redefines Loyalty Through Purpose-Driven Hospitality

Vivek Shukla

Published on September 1, 2025

In today’s world of hospitality, where loyalty programs are often defined by free nights, discounts, and upgrades, The LaLiT Suri Hospitality Group has chosen a different path, one that blends guest rewards with social good. In an exclusive conversation with Hospitalitynews, Vivek Shukla, CEO of the Group, offered rare insights into how luxury and purpose can converge to create a new standard for the industry.

With more than 35 years in luxury hospitality and two decades shaping The LaLiT’s vision, Shukla is widely known for his people-first approach and strategic foresight. His leadership during the pandemic, marked by initiatives that supported frontline workers and vulnerable communities, underscored his conviction that hospitality is about much more than service, it is about responsibility.

This ethos is at the heart of the Group’s new loyalty program. Unlike traditional models, this initiative empowers guests to transform everyday indulgences into acts of giving. Partnering with Points for Good, The LaLiT allows loyalty members to channel their points towards diverse causes ranging from child education and sustainability to LGBTQIA+ empowerment. Shukla describes it as a shift “from transactional exchanges to purposeful, meaningful connections”.

The innovation lies in embedding impact seamlessly into daily guest interactions. Shukla believes that over time, members will begin to associate loyalty not only with luxury but also with generosity and social change. “When routine stays or meals become part of something greater, it fosters a culture of care and giving back”, he says.

Perhaps most compelling is the vision behind it: small contributions from thousands of guests, collectively sparking a wave of impact across India. By aligning hospitality with social responsibility, The LaLiT is rewriting the future of loyalty, one that is not just about repeat business but about emotional connection and shared purpose.

Our conversation with Vivek Shukla was both inspiring and thought-provoking, challenging the industry to see loyalty in a whole new light. For the complete interview and exclusive insights, dive into the Hospitalitynews Magazine September Edition- available now on our website and in print. Don’t miss your chance to be part of this transformative dialogue shaping the future of hospitality.


Exclusive Insights with Dr. Anshu Jalora on AI-Powered Pricing

Exclusive Insights with Dr. Anshu Jalora on AI-Powered Pricing

Dr Anshu Jalora

Published on September 1, 2025

In an era where unpredictability has become the only constant in travel and hospitality, few voices carry the weight of experience, foresight, and innovation like Dr. Anshu Jalora, Founder and Managing Director of Sciative Solutions. In an exclusive conversation with Hospitalitynews, Dr. Jalora shared sharp insights on how technology, behavioral economics, and AI-driven pricing are rewriting the rules of hotel revenue management.

With over 23 years of global expertise, stints at Starbucks, Overstock.com, and PROS Revenue Management, and a patent in pricing software, Dr. Jalora is not only a leader but a pioneer. His ability to bridge the precision of academia with the dynamism of the hospitality market makes his perspectives especially compelling.

When asked about this year’s unexpected monsoon surge in travel demand, Dr. Jalora explained how AI-powered systems like ZettaRMS can detect weather shifts, booking pace, and competitor rates in real time allowing hotels not just to react, but to stay ahead of market waves. The difference, he notes, lies in “explainability,” enabling revenue managers to understand why pricing shifts occur while preserving guest trust.

What followed was a fascinating look into the speed of pricing decisions. With ZettaRMS updating rates every 15 minutes, Dr. Jalora emphasized how short-lived surges can now be monetized with precision, often lifting ADRs by 4–5% in ways static pricing could never achieve. His revelations about post-pandemic booking patterns in India last-minute clusters, OTA user behaviors, and the surprising profitability of “shoulder nights” offered a rare, data-driven lens into the evolving market.

From tackling OTA leakage with parity checks to preparing hotels for the unpredictable, Dr. Jalora stressed one recurring theme: context-specific pricing is the future. The hotels that adapt in real time will not only safeguard revenues but thrive in an increasingly volatile market.

It was a truly insightful conversation with Dr. Jalora, one that promises to reshape how we think about pricing in hospitality.

Want More? You can explore the full in-depth interview and exclusive coverage in the September edition of Hospitalitynews magazine, available both on our website and as a beautifully curated print magazine. Don’t miss your chance to engage with the future of hospitality, one conversation at a time.


Scoops of a Dream: Shaariq Akhtar on Yura’s Artisanal Journey

Scoops of a Dream: Shaariq Akhtar on Yura’s Artisanal Journey

Shaariq Akhtar

Published on September 1, 2025

At the heart of ITC Grand Chola, one of Chennai’s most iconic star hotels, a frozen dream has been delighting the city. Yura, the artisanal gelato and sorbet destination, has quickly become a favourite among dessert lovers for its blend of nostalgia, innovation, and culinary artistry. In an exclusive conversation with Hospitalitynews, Shaariq Akhtar, General Manager of ITC Grand Chola, shared insights into Yura’s journey, its inspirations, and the philosophy behind its one-of-a-kind creations.

Shaariq describes Yura as more than just gelato. For him, it is the realisation of “a beautiful dream”, a place where childhood memories and sensory indulgence meet. This philosophy is at the heart of Yura’s handcrafted flavours, whether it’s the ethereal balance of Miso Caramel, the gold-touched elegance of Idukki Vanilla, or the playful indulgence of Filter Kaapi and Rose & Paan. Each flavour tells a story, designed to surprise and comfort at the same time.

What makes Yura stand apart is its ability to balance bold creativity with the warmth of familiarity. In a country where traditional sweets are deeply loved, Yura offers reinterpretations that spark nostalgia in a new form. Whether it’s Aam Papad Gelato or French Raspberry Sorbet, the intent remains the same, to bring people closer to cherished memories, now served in scoops of artisanal perfection.

Shaariq also spoke about the painstaking process of creating new flavours, from the very first spark of inspiration to the final tasting session. Each step is guided by the idea that every scoop should stir emotions and leave behind an unforgettable experience. Sustainability too lies at the core, with Yura relying on mindful sourcing and renewable energy, ensuring that indulgence remains both luxurious and responsible.

Our conversation with Shaariq revealed that Yura is more than a frozen treat, it’s an experience of comfort, wonder, and artistry. Every scoop tells a story, waiting to be discovered.

It was truly a delightful conversation with him, and to read the complete interview, you can check out the September edition of Hospitalitynews Magazine on our website or grab your physical copy today.