Exclusive Interview with Suresh Menon: Hospitality Trends and More

Exclusive Interview with Suresh Menon: Hospitality Trends and More

Admin

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.


Sidh N.C. Charts India’s Outbound Future with MILT 2025

Sidh N.C. Charts India’s Outbound Future with MILT 2025

Sidh N.C

Published on August 1, 2025

In conversation with Hospitalitynews, Sidh N.C., Co-Founder and Managing Director of QNA International, offers an exclusive look into how the 12th Annual MILT Congress is set to redefine the outbound travel narrative for India.

The event was held from 24 to 25 July 2025 at Taj Cidade de Goa Horizon, MILT 2025 isn’t just another luxury travel summit. As Sidh puts it, “We’ve redesigned the event to create a strategic ecosystem where India’s top corporate buyers engage directly with the world’s most visionary travel and hospitality brands.”

The conversations at MILT 2025 revealed a clear shift in what luxury means to indian outbound travelers. It is no longer confined to opulent hotels or grand venues. Today's high value indian traveller seeks depth, intention, and emotional connection in their journeys.

image

From Gen Z-driven aspirations to immersive spiritual getaways, the Indian traveller is evolving rapidly. In this compelling discussion, Sidh outlines how the outbound market is no longer about checklists and sightseeing, but emotional value, hyper-personalisation, and authentic storytelling.

Social media emerged as a major driver of outbound travel decisions, especially among millenials and Gen Z. MILT 2025 highlighted how platforms like Instagram and YouTube are influencing not just where people travel, but why. Travel content creators, Vloggers, and digial storytellers are the new age travel agents offering immersive glimpses into destinations that were once discovered through brochures 

With nearly 40% of outbound trips now business related, MILT Congress is becoming the axis where leisure meets innovation, and where destinations across Asia, Europe, and the Middle East position themselves not just to attract but understand the Indian mindset

He dives into the growing influence of Tier 2 and Tier 3 cities, the rise of women-led travel, and the seamless merging of technology, sustainability, and cultural connection.

What’s coming next? A travel revolution driven by meaning, not just mobility—where every booking is a story and every destination a deeper experience.

Want More?

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


Dinesh Yadav on Investing Where Memories and Returns Grow Together

Dinesh Yadav on Investing Where Memories and Returns Grow Together

Dinesh Yadav

Published on August 1, 2025

In a world where real estate is often seen as a numbers game, Dinesh Yadav, Founder and Managing Director of Fine Acers, is rewriting the rules. In an exclusive feature with Hospitalitynews, Dinesh shares how his brand is pioneering a new kind of investment, one where returns meet relaxation, and assets double as family getaways, wellness retreats, and legacy spaces.

Through Fine Acers and its collection of thoughtfully designed resorts, Dinesh is turning the traditional real estate model on its head. What makes his vision stand out? It’s the ability to offer more than just appreciation, it’s about creating value that’s deeply personal and profoundly profitable.

  •  What if your investment could host your next family celebration? 

  • What if it could be both a peaceful retreat and an income generator?

In this engaging discussion, Dinesh walks us through the inspiration behind the branded resort investment model, an idea born from observing global trends and Indian investor behaviour. As he points out, second homes in India have long existed, but they often come with challenges. Fine Acers addresses these pain points by offering fully managed, premium properties that balance lifestyle aspirations with stable returns.

From the rise of wellness tourism to the increasing demand for senior-friendly and destination wedding-ready spaces, Fine Acers is tapping into what modern investors truly seek,purposeful ownership. Backed by the post-pandemic travel revival and changing mindsets, this is more than a trend; it’s the evolution of real estate itself.

It was a thought-provoking conversation with Dinesh Yadav, one that sheds light on how emotional connection and financial intelligence can coexist in modern investments.

 Discover the complete interview in the August issue of Hospitalitynews, now available on our website. Don’t forget to grab your physical copy to explore more inspiring stories that are shaping the future of hospitality and living.


Scaling Love: Pawan Gupta on Building a $10M Wedding Dream

Scaling Love: Pawan Gupta on Building a $10M Wedding Dream

Pawan Gupta

Published on August 1, 2025

In the ever-evolving world of hospitality and wedding planning, few names have made as bold and rapid an impact as Pawan Gupta, the Co-Founder and CEO of The Wedding Company. In an exclusive conversation with Hospitalitynews, he takes us behind the scenes of the brand's journey, right from its inception as Weddings by Betterhalf to its present transformation into a full-fledged luxury wedding platform scaling toward a $10 million milestone.

With over 50 Indian cities and international hotspots like Bali and Phuket in their portfolio, The Wedding Company is not just planning weddings, it’s revolutionizing the way they happen. In this candid exchange, Pawan unpacks the brand’s proprietary software, automation strategies, AI-powered planning, and most importantly, the human touch that turns each celebration into a heartfelt experience.

  •   What happens when technology meets tradition?
  • Can weddings be both luxurious and efficient?
  • How does a rebrand shift a company's entire market position?

Pawan answers these and more, offering deep insights into vendor matchmaking, hospitality-first execution, global partnerships, and the emotional intelligence required to manage culturally rooted celebrations. With a strong foundation in tech and a team trained in warmth and precision, The Wedding Company has become a force to reckon with scaling love, memories, and moments across continents.

This feature captures a rare glimpse into the mind behind a fast-scaling wedding empire. The blend of structure, soul, and strategy discussed here is bound to inspire entrepreneurs, hoteliers, and dreamers alike.

It was a great conversation we had with Pawan Gupta, one that beautifully highlights how hospitality and innovation can create unforgettable celebrations.

 Catch the full interview in the August issue of Hospitalitynews Magazine, available now on our website and grab your physical copy to explore more inspiring stories from the world of hospitality and beyond.