‘Talent has to be nurtured, preserved and polished for a better post-COVID tomorrow’
Radisson Blu, Faridabad is located in the proximity of many corporate offices offering the luxury of space that is spread across 1.6 acres, and which houses 124 aesthetically designed rooms. Keshari Ranjan, Director of Sales, Radisson Blu Faridabad, talks about the strategies, programmes, and projects that his property has been working on to be successful post-crisis.
Speaking of key indicators that he has been following, which can help the recovery of the hospitality industry, Ranjan tells, “Weddings having close family members and relatives, pre and post-wedding events and residential wedding and related groups have still kept the momentum alive for hotels that opened post lockdown; though the sizes of the events have shrunk considerably due to social distancing norms. MSME sector has been the saviour for many hotels in terms of room sales kick off whereas the staycation and near the city guests have been the flag bearer segment from the local market. These are not high ticket customers and the requirements are volatile as well as price sensitive. Thus, hotels should focus on sustaining this demand by effective services and maintaining hygiene standards so that there is a long term gain.”
Presently, the property is focussing on the price-sensitive MSME sector, staycation lovers and corporates engaging in office space/ work from hotel module. Also, thoughts are given to the wedding segment as it is the prospective topline generator whereas Dynamic Rate Plans for OTAs will keep on stimulating the online demand.
“We have taken ample health & safety measures and focussed on maintaining cash flows by bringing down the costs and at the same time preserving our key assets and talent. Sales and marketing is operating with a long term vision understanding customer pain points and exhibiting flexible approach.” shares Ranjan.
Post the pandemic, in the ‘new normal’, Ranjan believes that crisis drives change and most of the time these changes are autocorrection. Hygiene & Safety Protocols will be the key decision making factor for customers to choose a hotel; experimented Ancillary Revenue Plans (on the digital platform also) will go side by side with the core business of Rooms & Food and Beverages; Cost control, revenue optimization and maintaining cash flows without compromising on safety, security and level of satisfaction for a guest will determine the success of a hotel which is ultimately the survival of the fittest.
“Last but not the least the greatest asset for hotels: their talent has to be nurtured, preserved and polished for a better post-COVID tomorrow,” concludes Ranjan.