Sanjeeb K Pattnaik
AVP - Operations, Mayfair Lagoon
Looking back: The pandemic has taught us to survive and tide over the crisis. It allowed us to manage our operations by optimising the workforce through multi-tasking and process-based operations. There has been a complete transformation to a technology-oriented approach in our regular work.
Strategies for growth and survival: Consolidating on digital marketing platforms, public relations, guest management, and close monitoring of our reputation management through various Customer Relationship Management (CRM) tools are some of the strategies developed that made us stay afloat in trying times. We have stressed a lot about food and beverage, curated new menus, encouraged food promotions, and added specialty food outlets.
Spurred on by a mission- Stay with us- Stay with Nature, all our luxury properties are tourist destinations in itself that boast of lush greenery, water bodies, jogging tracks, a collection of artworks, vintage cars, and rejuvenating spa that cast a magical spell to lure domestic and inbound travellers. Our hospitality group has catered to large MICE and social gatherings and can pull on multiple indoor and outdoor venues. With revenge tourism becoming a trend, leisure tourist traffic has contributed a big revenue margin.
We have made an effort to make the most of revenge tourism and automation in the hospitality business to streamline our operations. We have capitalised the maximum share in MICE, weddings, and free individual travellers. Armed with a decade of experience in the hospitality sector and a Pan-India presence, we are always open to new trends. We have come up with flying colours, thus setting an example for other hospitality players to emulate.
Moving ahead with fresh New Year perspectives: Our target is to achieve a 5 to 7 per cent increase in average room rate with 90 per cent occupancy and a full guest satisfaction index. Our new-age mantra would be to provide personalised service with new products and the best guest experience.