An Exclusive one-on-one Interview with Managing Director Mr. Mansur Mehta by Our Editor-in-Chief, Shreenidhi Jagannathan

1. What factors contributed to the transformation of the Suba Group from a modest guest house to a thriving enterprise with multiple hotel brands? How did these factors facilitate its remarkable growth journey?

The Suba Group's remarkable journey from a single guest house in 1996 to a prominent hospitality conglomerate with multiple hotel brands is characterised by strategic moves and opportunistic decisions. Initially focused on building properties in Bombay, we expanded to Gujarat, ventured to Dubai, and had plans for overseas growth. However, the onset of COVID-19 led to the surrender of leased Dubai properties and a renewed focus on India. Leveraging the pandemic-induced market conditions, we acquired cost-effective properties in key Indian cities. An inorganic expansion approach saw the acquisition of a Jaipur-based company with 35 hotels, significantly elevating the group's presence nationwide. Additionally, the partnership with Choice Hotels further bolstered the portfolio. This growth was driven by bold decisions, agile adaptation, and seizing advantageous circumstances. Now people can explore the world of Suba Hospitality spanning 60 renowned destinations. From Suba Hotels to Click Hotels and 1589 Hotels, in collaboration with Choice Hotels, we offer unparalleled accommodations, exceptional amenities, and top-notch hospitality. With over 5,000 rooms across 90+ impressive hotels, experience the luxury of modern conveniences and exceptional services. People’s comfort and satisfaction are our top priorities.

2. Can you share instances where Suba Group's team did something extra special for a guest?

Certainly, there are several instances where our Suba Group team has gone above and beyond to create exceptional guest experiences. For instance, for guests with drivers, we've ensured a special room for them and treated their drivers as our guests too, extending the same food privileges. Additionally, for guests driving their cars, we've offered car-washing services to ensure their vehicles are well-maintained. In religious destinations, we've provided options for early-morning travellers, such as offering backpack breakfasts or waiting to serve breakfast until later hours. During COVID-19, we went even further, reaching out to guests who used to book admin offices to offer assistance with essential tasks like delivering medicines and food. This unexpected gesture left a lasting impact, with guests recalling our genuine care. Technology also played a role in enhancing guest experience; we developed QR codes for reviews, enabling direct feedback to reach us instantly. During the pandemic, we upheld our commitment to staff, never laying off anyone, and even providing transportation due to limited public options. In essence, these actions, big and small, have created a profound emotional connection with our guests, driving exceptional service and innovation.

3. What new things might Suba Group of Hotels do in the future?

Technology has played a pivotal role in enhancing our guest experiences. One interesting feature we've implemented is an alert system that notifies us when a potential guest abandons their booking midway. This enables us to promptly reconnect with them and assist them in completing the reservation. 

Moreover, we're deeply invested in a "Bring Your Own Device" (BYOD) concept. Upon check-in, guests are provided with an app that enables them to control various aspects of their room using their smartphones. Lights, air conditioning, TV channels – everything can be managed through the app for added convenience. We're also embracing a paperless approach. Guests receive an email 24 hours before check-in, offering the option to streamline the process through advanced check-in. By simply uploading their ID and credit card details, guests are checked in. Once the room is ready, they receive an alert with their room number. A QR code on their phone serves as the key, granting them access to the room and even the lift. This reduces the need for physical keys, check-in forms, and photocopies of IDs.

Additionally, recognizing the evolving breakfast habits, we've shifted our focus from quantity to quality. Instead of expanding the variety of items, we're dedicated to offering superior food options that cater to guests' changing preferences. Embracing AI and other technologies, we're striving to make our hotel experience seamless, efficient, and eco-friendly, catering to the modern traveller’s needs and expectations.

4. If you had to describe the Suba group of hotels in just three words, what would that be?

Our company philosophy is encapsulated in the three Rs: Response, Reliability, and Relationship. The first R signifies the importance of a swift response, be it to our customers or vendors. This entails keeping our response time as short as possible. The second R, Reliability, emphasizes that when clients or vendors entrust us with work, they can be certain it will be completed on schedule without any worries. This builds a strong foundation of trust. Lastly, Relationship comes into play. When our response time is efficient and we've established reliability, forging meaningful and enduring relationships becomes a natural progression. This philosophy of R-R-R guides our actions and underpins our commitment to excellence in all facets of our operations.

5. Amidst your busy schedule, there must be a place you cherish for relaxation. Do you often choose to stay in your properties?

I have a unique approach when it comes to staying at my own hotel. Typically, I avoid staying there as I believe in providing a stress-free environment for my staff. When I visit hotels, work tends to accompany me, and I'm always conscious of the fact that my presence might put the staff on edge. Hence, I prefer exploring new properties of both competitors and potential clients. This helps me gather fresh ideas and insights that can be invaluable to our operations. For instance, during one stay, I came across a hotel with a creative breakfast mat featuring their various locations. This inspired me to adopt a similar concept, instantly enhancing our offerings. On another occasion, I encountered a hotel that utilized iTouch technology to control room features. While this was cost-prohibitive, it prompted us to develop our BYOD concept, which has proved to be a game-changer. By staying elsewhere, I ensure that I don't disrupt our team's workflow and gain valuable perspectives from different hospitality experiences.

6. What’s the best piece of advice you've ever received?

Early in my hotel career, I received invaluable advice from Mr. Johnson that has stuck with me. He emphasized the importance of maintaining a professional distance from customers. He insisted that as a successful hotelier, it's crucial to let reviews guide your interactions rather than being overly familiar with guests. He pointed out that establishing a friendly rapport can lead to situations where guests seek discounts, and special privileges, or even expect unreserved accommodations. He advised me to regard reviews as my guiding light and manage customer relations through them. This counsel has guided our approach, and we invest significant effort in scrutinizing and responding to reviews. Understanding that only a fraction of satisfied or dissatisfied customers tend to write reviews, we hold reviews in high regard and ensure they shape our services behind the scenes.

7. What’s a hobby or activity that you find most relaxing and enjoyable apart from the work that you do?

In terms of places that provide relaxation and respite for me, there are primarily three: my office, my home, and the mosque where I go for prayer. Surprisingly, I find solace and relaxation in the mosque, despite not being particularly religious by nature. The act of prayer in that serene environment brings a sense of tranquillity. Aside from these places, my wife is a fellow avid traveller, and we explore the world together. Every quarter, we set aside a week for a getaway, sometimes coinciding with long weekends, to explore different parts of the world. I truly enjoy the experience of travelling and discovering new destinations. However, when it comes to a truly relaxed mind, meditation is the key source of relaxation for me.

8. Your son, Mr. Mubeen Mehta, is the next-gen CEO. So how does this generational transition influence the group's vision for the future?

The dynamic between my son and me within the business is undeniably positive. We took a strategic approach by having him initially work in our transport business for the first three years of his career. This experience equipped him with valuable insights into the trade. Following that, he pursued a Master’s in hospitality from Cornell University, which solidified his commitment to the industry. This background lends credibility to his role, showing our employees that the leadership understands the business firsthand.

Our communication is unwaveringly transparent. We share the same office, calendar, and diary. This means he's aware of my activities just as I am of his. The transparency extends to our shared email ID, ensuring that no information falls through the cracks. Over the past decade of collaborating in business, our ideas and approaches have naturally aligned. Particularly in matters of technology and process improvement, I step back, allowing the next generation to drive innovation.

Our coordination is excellent, supported by the fact that we're a father-son duo working together harmoniously. When property owners observe this collaboration, it assures them of our long-term commitment to the business. It offers them confidence that the transition will be smooth as they see two generations equally dedicated and passionate about what we do.

9. For so many people who are aspiring to be in your position or generally in the hospitality industry, what advice would you give them?

I'd emphasize two key pieces of advice. First and foremost, having clear intentions is paramount. There's no substitute for hard work – it's the only strategy. If your intentions are well-defined and you put in the dedicated effort, believe in the outcome, and remain steadfast. This forms the foundation of success. The second piece of advice pertains to the nature of work itself. There are no shortcuts to achievement. You must be prepared to grind, to invest time and effort. Success doesn't materialize overnight, and you need to be ready for the challenges that come along the way. It's a journey, one that requires you to face difficulties and embrace the process. Working diligently is the key. There's no room for complacency or expecting instant results. In the hospitality industry, there's a perpetual demand for commitment. This isn't a nine-to-five job. It's a continuous endeavour, requiring your attention 24/7, 365 days a year. Even during holidays or festive times, when others are celebrating, hoteliers are hard at work. If you're seeking a successful career in this industry, be prepared to dedicate yourself entirely, working tirelessly to achieve your goals.