Exclusive Interview with Suresh Menon: Hospitality Trends and More

Exclusive Interview with Suresh Menon: Hospitality Trends and More

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Published on October 4, 2023

Introduction

Born into an Armed Forces family, Menon spent the first 15 years of his life in an army unit. After graduating from St. Joseph's Bangalore in Industrial Relations (Personnel Management), he began his career in the hotel industry in 1992. "You don't choose a profession; the profession chooses you," he says, explaining how he ended up in Sales and Marketing. He went for an interview for Personnel Management, but the interviewer asked him if he would like to consider Sales and Marketing. Menon was open to anything and wanted a job, so he accepted. Menon has worked in Sales and Marketing for 31 years now, with some of the top international hotel chains, including Mahindra Hospitality and ITC Hotels. This is his second stint with Le Méridien; he previously worked at the Le Méridien in Bangalore in the mid-1990s. Menon is proud of his foundation in the Armed Forces. He believes that his 31-year career has benefited greatly from his military background. The hotel industry is very regimented, and one must always be prepared to do any task. Chaos is bound to happen, and the Armed Forces taught him how to handle it.

How was the business before COVID and after COVID?

The current scenario can be likened to a system reset affecting various industries. Before the pandemic, businesses were operating as usual, but a profound transformation has since unfolded. The domestic market has taken center stage, spurred by India's 'Atmanirbhar Bharat' initiative, resulting in a surge in domestic activities and remarkable progress. Hotels are no longer solely focused on attracting foreign business; the domestic market plays a pivotal role in achieving our targets. Numerous industries benefiting from 'Atmanirbhar Bharat' have had a positive ripple effect, and as they thrive, so do we. In this symbiotic relationship, hotels stand as a driving force for various industries' growth, particularly the travel industry, which demonstrates its resilience in challenging times.

How is the Chennai inventory placed and how about the demand and supply?

The hotel inventory in Chennai has remained largely unchanged, with no new additions both pre and during the COVID era. However, there are a few notable projects by renowned brands underway along Nelson Manickam Road. Additionally, smaller hotels have sprung up in areas like the IT corridor and elsewhere, responding to rising demand. Occupancy rates are consistently high across all hotels, reflecting the strong demand despite the relatively stable supply. This surge in demand can be attributed to India's growth on the global stage, bolstered by diplomatic relations, the emergence of new startups, and international networks, all of which have contributed significantly to the hotel industry's upward trajectory.

What are the new challenges you face on a daily basis in sales?

Currently, we are not encountering any significant sales challenges, although this situation is likely transient, akin to a passing cloud. If we were to recall today's challenges, the foremost issue would be acquiring the right manpower. In sales, the task of identifying the most suitable resources and nurturing a capable team is paramount, particularly in an emerging market. Moreover, navigating the traffic outside Chennai's metro area and coordinating work that extends beyond the city pose additional hurdles in meeting customer expectations. Effective preplanning becomes crucial in addressing these challenges, and these are the key considerations I can outline for a comprehensive overview.

What is your opinion on brand loyalty?

Brand loyalty plays a pivotal role in any business, particularly in the hotel industry where adhering to brand standards and procedures is of paramount importance. For us, as part of Marriott International with eight hotels in Chennai, customer loyalty holds immense significance. Collaboration within our Marriott fraternity has been instrumental in ensuring our guests' comfort, leading to high customer satisfaction levels. We leverage each other's strengths and selling points, forming a symbiotic relationship. Consequently, we have cultivated a strong and loyal clientele, establishing brand loyalty as one of our core strengths within the Marriott International network.

How about the business forecast for the next 5 years?

We are currently witnessing a substantial surge in domestic business, and the growth of the domestic market appears to be closely intertwined with the foreign market's expansion. Looking ahead, the next five years hold significant promise. Anticipated demand is expected to rise, with minimal changes in the supply landscape – perhaps just one or two new hotels on the horizon. Initiatives like "Make in India" and foreign diplomatic tie-ups are poised to make a substantial impact on the Chennai market. With an international port, a strong defense presence, an international airport, and a thriving industrial ecosystem in every direction, the outlook for the next five years is exceptionally promising in terms of growth and opportunities.

How do you sell this hotel?

Our location is strategically advantageous, situated in proximity to both the airport and the central business district, and we're also conveniently positioned in the emerging business district. This strategic location is of utmost importance to us. Our clientele primarily consists of frequent business travelers who appreciate the brand loyalty of Marriott International. We take pride in providing a personalized and comfortable experience for our guests, catering to their unique needs and preferences.

What types of clientele have you got for this hotel?

As I previously mentioned, our hotel's unique selling points lie in our exceptional location and our valued clientele. We prioritize the retail market, working closely with direct reservations and online travel agents to enhance our retail segment. Additionally, we have established a strong foundation of contracted business. Our attention is particularly devoted to our top 20% of clients, which contributes significantly to our revenue. Furthermore, we have a thriving MICE (Meetings, Incentives, Conferences, and Exhibitions) market, consistently hosting bulk and group business events. These specific clientele segments are our primary focus, and we ensure their needs are exceptionally well taken care of.

This interview is exclusively published on Hospitalitynews.in.


Bakul Pednekar on Building a Workplace Where People Feel Heard, Valued & Empowered

Bakul Pednekar on Building a Workplace Where People Feel Heard, Valued & Empowered

Bakul Pednekar

Published on July 1, 2025

Bakul Pednekar, the Director of People and Culture at Four Seasons Hotel Bengaluru, is on a mission to create more than just an excellent place to work, he’s building a workplace where people feel truly heard, valued, and empowered. With over two decades in hospitality, Bakul brings global perspective and local sensitivity to shaping people strategies that go beyond roles and hierarchies.

Under his leadership, Four Seasons isn’t merely positioning itself as a luxury brand but as a people-first organisation where careers are nurtured with intent and care. From tackling pressing industry challenges like talent shortages and rising attrition, to developing skillsets tailored for an increasingly luxury-focused market, Bakul is aligning long-term growth with evolving industry needs.

He’s also made learning a cornerstone, with a dynamic mix of digital modules, classroom sessions, soft skills workshops, and mentoring that not only upskill teams but also instill confidence and curiosity. Initiatives like the lively “Four Teams” programme, where employees compete in everything from wellness activities to culinary contests have added a spirited, collaborative edge to engagement, strengthening bonds across departments.

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For Bakul, leadership is inseparable from culture. By embedding empathy into management training, encouraging open dialogue, and fostering psychological safety, he’s ensuring Four Seasons remains a place where people feel respected and inspired to grow.

As he puts it, “We position ourselves not just as a luxury brand, but as a people-first organisation where careers are nurtured with purpose.”

Want more?
Read our full interview with Bakul Pednekar in our website e-magazine to see how Four Seasons Hotel Bengaluru is creating a future-ready, values-led hospitality workforce and what that means for the industry at large.


Faisal Nafees on Elevating Lonavala: More Than a Stay, It’s a Soulful Journey

Faisal Nafees on Elevating Lonavala: More Than a Stay, It’s a Soulful Journey

Faisal Nafees

Published on July 1, 2025

Faisal Nafees, the General Manager of Radisson Resort & Spa, Lonavala, is on a mission to make luxury travel more meaningful. With over two decades in hospitality, Faisal combines global experience with a passion for creating authentic, people-first spaces. Under his leadership, this picturesque hill-station resort isn’t just offering stays, it’s crafting soulful getaways that linger in memory.

From the start, Faisal has focused on turning Radisson Lonavala into a true destination. He’s brought a global eye for operational excellence to this uniquely local setting, ensuring the resort stands out not only for its comfort but for experiences that connect guests with the very spirit of Lonavala.

For leisure travellers, there are immersive wellness retreats set against the tranquil Sahyadris and signature culinary journeys like the Khema Dinner: a regal feast under the stars inspired by Maratha traditions, brought to life with organic produce from the resort’s own gardens. Meanwhile, corporate guests enjoy thoughtfully curated MICE experiences that balance productivity with relaxation, proving that even business trips can be enriching.

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Sustainability is a cornerstone here. As a Hotel Sustainability Basics verified property, Radisson Lonavala blends eco-conscious architecture with a commitment to local sourcing, waste management, and reduced plastic use. The result is a stay that feels both indulgent and responsible, something today’s discerning guests increasingly seek.

Looking ahead, Faisal and his team are raising the bar even higher. Guests can look forward to new luxury villas for more private escapes, Lonavala’s first rooftop sky lounge promising panoramic views and vibrant dining, and wellness collaborations that transform weekends into holistic rejuvenations.

As Faisal puts it, “Ultimately, our aim is to make Radisson Lonavala more than a place to stay, it is a destination where every visit is meaningful, every detail is intentional, and every guest leaves with a sense of warmth, care, and authenticity.”

Want more? 

Read our full interview with Faisal Nafees in our website e-magazine to see how Radisson Lonavala is setting new standards for luxury in the hills.


Where Elegance Meets Experience: Pranav Rungta’s Nksha Journey

Where Elegance Meets Experience: Pranav Rungta’s Nksha Journey

Pranav Rungta

Published on June 30, 2025

Every great dining destination begins with a story and at Nksha, one of South Mumbai’s most celebrated fine-dining addresses, that story is steeped in the timeless elegance of Bombay’s golden era. In a Hospitality News July edition exclusive, we sit down with Pranav Rungta, Co-founder and Director of Nksha, and Vice President of NRAI Mumbai Chapter, who gives us a glimpse into how nostalgia, innovation, and heartfelt hospitality converge to create something unforgettable.

Pranav’s journey in hospitality began in 2007 with Garden of Eden in Pune, but it is through Nksha that his philosophy has truly found form. At its core, Nksha is a tribute not just to a city, but to the soul of Indian hospitality. From Art Deco-inspired interiors to reimagined North Indian classics, Pranav explains how the past and present harmoniously coexist to shape an experience that’s as aesthetically rich as it is emotionally resonant.

He walks us through Nksha’s defining moments, like the success of the thoughtfully curated High Tea menu, which emerged not just from trend-watching, but from keen observation of the city’s shifting rhythms and cultural needs. It's this commitment to relevance that defines Nksha’s innovation rooted in tradition, yet constantly evolving.

Design and cuisine, Pranav shares, are treated not as separate aspects, but as chapters of the same story. From vintage lighting to the crockery on the table, everything at Nksha is about crafting a narrative that guests feel part of one that unfolds with each bite and every glance around.

Beyond the restaurant, Pranav’s influence in the National Restaurant Association of India (NRAI) allows him to mentor emerging talent and contribute to a growing culture of culinary exploration across India.

As for what lies ahead? Pop-ups, potential expansion, and newer ways to surprise guests yet always with a clear intent to stay true to Nksha’s essence.

 It was a pleasure to explore the mind behind Nksha in this enriching conversation. Dive into the complete interview in the July edition of Hospitalitynews magazine, available on our website and in print.