Strong synergies

To bolster its presence in multiple segments, from economy to luxury, the Dangayach Group collaborates with a diverse range of brands, such as Marriott, Accor, and Hilton. “Building strong relationships with these renowned brands requires mutual respect, transparency, and a shared commitment to excellence,” notes Atul Dangayach. Atul is Harimohan’s son and the Managing Director of the Group. Educated in the USA, he brings a fresh perspective to the business, blending global insights with the strong values of commitment and innovation established by his father.

“Each brand brings its unique strengths to the table,” he continues, “and our role as owners is to align our goals with theirs, ensuring that the brand’s values and standards are upheld while also catering to the specific needs of our market.” This is achieved by maintaining a constant dialogue with management teams to guarantee alignment on goals, expectations, and operational strategies. As Harimohan aptly puts it, “Success hinges on a shared vision.” By upholding brand values and standards while catering to local needs, the group creates distinctive properties that exceed expectations.

This hands-on approach has served the group well in an industry where owner-operator conflicts are not uncommon, and owner aspirations are often at loggerheads with brand guidelines. “I think they're in sync with each other, right? When we decide to partner with a brand, we understand it, and we are also fully aware that we have to deliver on customer expectations. They just go together,” Atul explains.

Matters of design

The hotel serves as a physical manifestation of the owner's and the brand's shared vision and values, a harmonious fusion of their respective ideologies. According to Dangayach Senior, the appointment of creative experts, including architects, is a painstakingly deliberate process that necessitates close collaboration between the owner and the brand's team. “While the final decision often rests with the owner, it’s essential that the chosen architects align with the brand’s vision, standards, and design philosophy,” he notes.

The owner's profound understanding of local culture, market preferences, and operational intricacies affords them significant latitude in design input, providing invaluable insights that shape the final design in contextually relevant ways. However, Atul also stresses the importance of respecting the brand's established design language and standards. “This collaboration allows for a design that is both innovative and true to the brand’s identity,” he says.

Through this synergistic approach, the owner and brand can craft a space that is not only distinctive and memorable but also harmonises with the broader brand ethos, ensuring consistency across all properties while allowing for unique, site-specific expression. This principle applies to any spatial exercise connected to capital improvement or renovation, which typically aims to modernise, upgrade, or introduce new elements. “Such activities significantly contribute to comfort, convenience, and overall satisfaction, as well as help the property to stay competitive,” says Atul. “Brands have considerable influence in these situations, particularly in ensuring that any changes align with their identity and standards.”

Quality drives success

Regardless of the segment they operate in, quality remains a core value for the Dangayach Group. This commitment to quality extends beyond the construction phase and into the ongoing management of their properties. Harimohan insists that partnering with a reputable hotel brand does not mean taking a back seat once the hotel is operational. “We build quality, and we make sure it's maintained well by the operating team,” he says. “We hold them accountable. We constantly monitor the guest satisfaction score to check that it exceeds brand standards. And we are on top of every minor customer issue, ensuring that the team addresses and implements improvements immediately.” Atul emphasises that the group looks at various metrics—including F&B offerings, RevPAR index, market share, and MPI—while assessing a brand-partner’s performance, offering suggestions for calibrating each aspect, if needed. This analytical approach ensures that the group’s partnerships are not only strategic but also aligned with their long-term goals.

Finding fresh paths

One area of the hospitality market that has caught Atul’s attention is the boutique hotel segment, which has seen significant growth in recent years. Although the Dangayach Group has yet to enter this space, Atul believes that boutique properties will continue to gain popularity, particularly as the market matures. “I think boutique properties have found their place recently. And I feel eventually, you will see more boutique hotels come up. We might see larger boutique properties as the market matures,” he reflects, adding that the group would be keen to explore this segment once customers fully understand the value proposition of boutique hotels. This approach of staying attuned to market trends and seizing the right moment has fuelled the group's organic growth. “There’s no specific target,” Harimohan says with a smile, “only opportunities.”

Tests and triumphs

Looking ahead, Harimohan Dangayach identifies several challenges that hotel owners must navigate, including acquiring land at the right price, securing a skilled construction workforce, and finding qualified hotel staff. The latter, in particular, is a critical concern for Dangayach. “You’ll build a hotel, but if you don’t have the right people, how will you run it?”, he asks. Despite these challenges, his outlook remains optimistic.

“All our hotels are doing well. The corporate sector is strong in Bengaluru and Hyderabad. The wedding sector is thriving in Rajasthan. Even now, demand outstrips supply, no matter the amount of inventory being pumped into the market,” he observes, adding that he expects the tourism industry to continue its upward trajectory for at least another decade. “A hotel is not a commodity. It takes time to build, and by the time those new rooms are available—say in three to four years—the market has also grown.”

The Dangayach Group’s successful introduction of Waldorf Astoria, an epitome of luxury and glamour, serves as a testament to the Indian market’s evolution, particularly in the luxury sector. In addition to this transformation, two more factors, says Atul, drove the decision of getting Hilton’s iconic brand to India: the country’s rich cultural heritage, and his team’s ability to deliver on the brand’s high standards. He notes that India’s luxury market is primed for a brand like Waldorf Astoria, which offers unique, high-end experiences, emphasising that “the Indian market is ready for a brand that represents the pinnacle of luxury and personalised service”.

By merging Waldorf Astoria’s global legacy with India’s distinctive charm, Atul aims to create a truly exceptional offering. “We saw an opportunity to deliver unforgettable, bespoke experiences that showcase the best of both worlds,” he explains.

The Dangayach Group’s journey in the hospitality industry is a testament to the power of vision, adaptability, and a relentless commitment to quality. As they continue to expand and diversify their portfolio, Harimohan and Atul Dangayach remain focused on building a legacy that prioritises excellence in every aspect of their business. And for those considering entering the hospitality business, Dangayach Senior offers a simple but powerful piece of advice: “Do it only if you have the passion. And put yourself in your customer’s shoes. If you need something, they will need it too.”