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.

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

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

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.