The reinvention of Goa

Rajat Chatterjee, general manager, Goa Marriott Resort, speaks of the business of leisure in the picturesque state of Goa. By Neeti Mehra

It is the tale of the golden goose played out hospitality style. In the golden climes of Goa, an-ever looming threat is that of overpricing. Rajat Chatterjee, general manager, Goa Marriott Resort, believes this threat is real, and in the long term will adversely affect the fortunes of the state as India's leading leisure destination if necessary action is not taken. "The prices have gone up over the past year, but are stable now. What is of vital importance is that the experience should be worth the price that a traveller is paying. Hoteliers need to deliver for what they charge." He cautions hoteliers against taking the opportunistic pricing route at this time. Rather, prices levels should be fixed according to the paying potential of the customer, the supply and demand equation, as well as the prevailing competition. And competition not only refers to hotels in the vicinity, but other leisure destinations as well, such as South East Asia and Kerala, that have been luring guests to the backwaters from the beaches. "Infrastructure development is necessary for Goa to meet the needs of the modern traveller," he says.

The state has seen a shift in the visitor dynamics too this past season, visible from a dip in charter flights from the UK into Goa, owing to visa issues. Given the vagaries of the market, there is a new breed of tourists that the hoteliers need to focus on - the domestic tourists. "The domestic tourist is becoming more adventurous, experience oriented and more informed. Another trend we are seeing is an emergence of family travel, where families are looking for more activities for children, apart from beauty and wellness options." Whereas the average stay of a charter tourist ranges from seven to 14 days, a domestic tourist stays typically for 3D/ 4N; thus hoteliers will need to create options for the domestic traveller to maximise returns.

The Marriott way

Chatterjee believes that this year will augur strong demand for the market. For the Goa Marriott Resort itself, January occupancies hovered around 91 per cent and the hotel ran at full occupancy in February, with the ARR ranging between Rs 8,500 - Rs 9,500 over the past year. The property attracts a mix of leisure, corporates and MICE segments, each roughly generating equal business. "Goa is reinventing itself. In a few years we might not see the same business model as is prevalent now. A golden opportunity has emerged in medical tourism, as well as in the casino segment." In fact, the hotel is considering a casino boat of its own. Also in the pipeline are a couple of projects. The first is the addition of the Quan Spa, which will be functional by August and will offer additional therapy rooms and suites, with an emphasis on the outdoors, as compared to the current spa. "This is an eight-year old property. We are drawing out plans for upgradation of rooms and public areas. However, the property will retain the essence of Goa," he explains. A revamp of the shopping arcade is also on the anvil, with additional retail outlets with a boutique feel that will stock local knick knacks and other uniquely Goanware for those who want to keep a slice of susgad with them.

Challenges and opportunities

Spelling out a reality of which he himself is an example, Chatterjee states that the age of the average general manager is decreasing. This demographic shift is bringing about a refreshing change in the functioning of a hotel, top down. "GMs are more inclusive, rather than exclusive in their leadership style." In an industry where attrition is rife, Goa is no exception to the churn. "Attrition rates for the industry range from 25 - 30 per cent," emphasises Chatterjee, "It is necessary to look after associates, who in turn will look after guests. For this, it is important to match a career path with an employee's aspiration. Within Marriott International, there are both opportunities inside the country and outside too." He believes that the success of a hotel is due to teamwork. "We are all in it together," he says in conclusion.