CREDIT MANAGEMENTAND

STRATEGIES TO ENHANCE OPERATIONALEFFICIENCY & PROFITABILITY

Submitted by:Students Name: Mansi Singh

Class: MBA-M&S -3RD SemesterEnrolment no: A7002210017

Specialization: Marketing & Sales

Under guidance of:Industry Guides: Mr Harish Pandey Faculty Guide: Dr. Swati Singh

Designation: Credit Manager Designation: Asst. ProfessorOrganization: Vivanta by Taj ABS, Lucknow

SUMMER INTERNSHIP REPORT IN PARTIAL FULFILLMENT OF THE AWARD OF FULL TIME

MASTERS IN BUSINESS ADMINISTRATION (2010-12)

AMITY BUSINESS SCHOOL

AMITY UNIVERSITY UTTAR PRADESH LUCKNOW

Certified that this report is prepared based on the summer internship project undertaken by me in

VIVANTA BY TAJ LUCKNOW from 16th May 2011 to 24th June 2011, under the able guidance

of Professor Swati Singh in partial fulfillment of the requirement for award of degree of Master of

Business Administration (MBA-G/IB/M&S) from Amity University, Uttar Pradesh.

Date.______________

Signature Signature Signature

Professor ………….. Professor ……………….

Student Faculty Guide Director (ABS)

FACULTY CERTIFICATE

Forwarded here with a summer internship report on “Credit and Debtors

Management” of Vivanta By Taj submitted by Mansi Singh , Enrollment NO

A7002210017 , student of MBA (M&S )3 rd Semester (2010-12)

This project work is partial fulfillment of the requirement for the degree of

Master in Business Administration from Amity University Lucknow Campus,

Uttar Pradesh.

PROF. ………………………..

AMITY UNIVERSITY,

LUCKNOW CAMPUS

UTTAR PRADESH

ACKNOWLEDGEMENTS

With an overwhelming sense of gratitude, I acknowledge the valuable guidance and consistent

encouragement extended to me by to Mr Harish Nyyer (Chief Accounts Officer), Mr. Harish

Pandey (Credit Manager) and all concerned respectable executives of Vivanta By Taj forgiving

me this opportunity of internship which has been a pure learning experience and which have

enlightened my knowledge and skills about the operational and financial aspect of the

Company. It has been a privilege to work on the project “CREDIT MANAGEMENT AND

STRATEGIES TO ENHANCE OPERATIONAL EFFICIENCY & PROFITABILITY” at

Vivanta (Taj).

At the very outset, I am obliged to Vivanta By Taj and its Adhayanam Training department

and Accounts Department for the permission to undertake training program and provide me

with the basic infrastructure and facilities.

I would like to place on record my gratitude towards Director V.P.SAHI for inducting the

module of internship programs at AMITY BUSINESS SCHOOL, Lucknow without which I

shouldn’t have ever learnt what I had during my internship

I am especially grateful to my project mentor Dr. Swati Singh, Assistant Professor for her

alacrity to provide necessary guidance and during this internship and her assistance in the

structuring of the project.

Last but not the least I owe my deep sense of gratitude and sincere thanks to my parents, the

greatest inspirations of my life

Thank you.

TABLE OF CONTENT

Sr.no TOPIC PAGE Page no.

Acknowledgement

Executive Summary

Objective of Study

Research Methodology

Hospitality Industry Profile

Company Profile

Report on Finance Department

Competitive Analysis -A market study

A Report on Various Allowances

Front office allowance

Back office allowance

Analysis

Conclusion & Recommendations

Future Scope of Study & Limitation

Bibliography

List of Tables

1 TOURISTS ARRIVAL DURING THE

YEAR 2010

2 FOREIGN EXCHANGE EARNINGS (IN RS BN) DURING THE 5 YEAR ININDIA

3 BREAKUP OF ALLOWANCES FROM VARIOUS SOURCES FROMTHE BACK OFFICE

4 BACK OFFICE ALLOWANCES 2010-11OTHER THAN SERVICE DESIGN

5 TAJ PALACE HOTEL FRONT OFFICE ALLOWANCES FOR THE FY 10-11

List of Diagrams

Sr.No Topic Page no

1 Management structures

2 SWOT Analysis Diagram

3 Inter-related Finance

Subsidiaries

4 Vivanta’s Finance

Department Structure

List of GraphsTOPIC

ANALYSIS OF FRONT OFFICE ALLOWANCES FOR THE YEAR 2010-11

FRONT OFFICE ALLOWANCE AGAINST ROOM CHARGESF.O.A.A FOOD & BEVERAGE CHARGESF.O.A.A LAUNDRY CHARGESF.O.A.A LIQUOR CHARGESF.O.A.A TELEPHONE CHARGESF.O.A.A MISCELLENOUS CHARGESF.O.A.A MINIBAR CHARGESF.O.A.A VARIOUS DISCOUNTSBACK OFFICE ALLOWANCE AGAINST ROOM CHARGESB.O.A.A FOOD & BEVERAGE CHARGESB.O.A.A LAUNDRY CHARGESB.O.A.A LIQUOR CHARGESB.O.A.A TELEPHONE CHARGESB.O.A.A MISCELLENOUS CHARGESB.O.A.A MINIBAR CHARGESB.O.A.A VARIOUS DISCOUNTS

SYNOPSIS

Quality is the area where there is no margin of error/compromises especially in case of a

services industry where the impression is made right from the first time; every-time and no

mistake are acceptable. Thus, since no compromises can be made at the delivering front, a lot

of emphasis is laid on cost control measures and perfectionism in terms of service quality. One

of the prime areas of concern for any modern day mega-organization is effective management

in terms of resource allocation and utilization in a cost effective manner; especially in an

organization like one in context – Vivanta Hotel.

It then reflects the Taj Palace Hotel background, introduction and the important milestones

achieved along with the competitive analysis and market positions.

This is followed by a brief review of the working of the various sub- departments of the

Finance department at Vivanta Hotel. The report highlights operational aspects and functions

of the sub departments.

The next section of our study deals with the management of credit i.e. dealing with the

management of parties follow up and creating a clear interface as per the receiving’s nature

plus an insight in to the clerical task initiation like the of maintain call registers, seeking data -

online or secondary records. Filling, billing, assembling, dispatching bills etc tasks were

undertaken. The report also contains the list of debtors outstanding as on 16 th may and on

24thjune ,excluded parties stood worth 1 crore 29 thousand which exceeded 2 lakh 29 thousand

the target given to me. A detailed analysis of the various operational expenditures incurred by

the hotel. The study revealed startling facts. Major savings in terms of money and resources

could be achieved by minor changes in the existing system.

My report deals with such areas:

1) Debtors Management.

2) Comparative analysis between hotels.

3) Allowances raised at the hotel

The report highlights avenues for cost cutting measures and savings wherever possible.

Recommendations on aspects such as better resource utilization and improvements in existing

management practices

THE PROJECT OBJECTIVES

The idea behind the study undertaken during the 6 week training period (16.05.11 – 24.06.11)

was to understand the various activities and functions undertaken, from the operational and

financial point of view. The objective of the training was to study, learn and practice the

practices and processes at the hotel and provide suggestive measures for improvements in

them. The following report encompasses all my learning, analysis and recommendations for

further scope for improvement. The project is dealt with keeping in mind the following:

The primary objective of the accounts department of any organization is to keep books of

accounts on the generally accepted accounting principles and policies so as to present a true

and fair view of the state of the affairs of that organization. But the work of accounting is not

limited to book keeping only, in the modern era of complex business accounts department of

an organization have to look on the controls and implementation of various systems and

process in force in that organization. Recording of such data is not only the completion of the

accounting process, they have to prepare some financial statements at the end of a particular

period to present the data in some meaningful manner to its shareholders directors and to

general public.

The accounts department of the organization has experienced and motivated staff for

completing its day to day work and recording them into books of accounts. At the end of a

particular period the statements of accounts are prepared to show the state of affairs of the unit

in a particular manner. Certain fundamental accounting assumptions underlie the preparation

and presentation of financial statements. They are usually not specifically stated because their

acceptance and use are assumed, the study revolves around the way to clearly understand the

working of a modern day mega-organization thereby practically plying the theoretical

knowledge gained during the undergoing course. In all, exploring the real corporate world.

Chapter 1

Introduction

THE HOSPITALITY INDUSTRY IN INDIA

India’s tourism and hospitality industry is often referred to as one of the greatest ‘socio-

economic’ success stories. The industry is a source of employment generation to about 2.9% of

the total employment in the organized sector (Source: WTTC and the Tenth Five-Year plan).

The annual revenue of the hospitality industry alone is estimated at Rs. 60 billion (Source:

deduction based on Expenditure Tax). Of this revenue earned by the hotel industry, 56% comes

from the Five Star Deluxe and Five Star categories. Today, India has over 85,000 hotel rooms

(approved by the government), ranging from the

Five Star Deluxe categories to heritage properties to one star property (Source: Department of

Tourism).

The hotel industry is a derived demand business, which is directly co-related to the internal

economic progress. Positive signals on liberalization coupled with a GDP forecast of 8% are

bound to stimulate demand. In addition, India’s emerging status as an IT superpower has

further established her firmly on the itinerary of the world’s most hard-to-please business

travelers. Changing lifestyles mean that more middle-class Indians are travelling, eating out

and attending banqueting events at luxury hotels.

The first half of the fiscal is usually lackluster for the hotel industry with more than 60% of the

revenue pouring in only in the second half. However, with the robust performance of hotel

companies in FY10, the difference between lean season and the peak season has reduced to

some extent.

INTERNATIONAL TOURIST ARRIVAL PATTERN

Indian tourism continues to touch new heights with international tourists’ arrival growing by

about 13% and foreign exchange earnings growing by about 19% in 2010. For the full year

2010, 3.8mn tourists visited the country while the number during the corresponding period of

last year was 3.4mn. Similarly, foreign exchange earnings through these arrivals were Rs262bn

against Rs220bn during the corresponding period of last year.

India has emerged as the fastest growing tourism, with 8.8% annual growth rate while the

global tourism is growing at about 5% annually. As per the World Travel and Tourism Council

(WTTC), India has potential of earning US$24bn annual foreign exchange earnings through

tourism by 2015.

FOREIGN EXCHANGE EARNINGS (IN RS BN) DURING THE YEAR 2005 IN INDIA

The above table clearly indicates the quantum of transactions in foreign exchange, largely

owing to the rise in foreign tourists in India. There has been a consistent and good growth in

foreign exchange trends over the past 3 years. The table suggests the huge potential for tourism

in India. This idea is also strengthened by the fact that Indian economy is booming (so more

business travelers) and the common wealth games are to be held in India. This opens up huge

avenues and opportunities for Indian five star hotels to grow and expand.

RISE IN AVERAGE ROOM REVENUE IN INDIA

Robust growth in ARR and OR throughout the country was driven by business as well as

leisure travel.

While, cities like Goa and Jaipur witness higher inflow of foreign leisure travelers during this

season, Mumbai, Delhi, Bangalore and Hyderabad continue to buoy with rise in business travel

and increasing MICE activities.

Bangalore, the costliest city in the country and third most expensive city in the world is

expected to see a 17-20% rise in ARR at Rs10,700 to Rs12,000 with the occupancy level of

about 80-82% during the quarter ended December 2009. Similarly, Goa is expected to report

ARR between Rs 4,250 to Rs4,500 with an occupancy level of about 58-60% during the same

period.

RISING AVERAGE ROOM REVENUE: DRIVES THE GROWTTH IN REVENUE

We expect a 15-20% hike in room rates during the second half of the fiscal by all the

companies over the previous quarter. Revenue of the companies is expected to rise on the back

of increase in room rates across the properties while occupancies are expected to remain more

or less stable.

INDUSTRY OCCUPANCY RATE AND AVERAGE ROOM REVENUE

An overall booming hotel industry and Q3 FY10 being the peak season, hotels across the

country witnessed strong growth in ARR and OR. During the quarter under review average

room rates in the seven major cities rose by 25% yoy to Rs6, 034 while OR grew by 9% yoy at

72%. Aggregate revenues of the 5 leading players in the sector have registered a 29% CAGR.

Revenue growth has been driven by higher occupancies and firm ARR.

GROWTH IN AVERAGE ROOM REVENUE AND OCCUPANCY RATE IN MAJOR

CITIES DURING FINANCIAL YEAR 2010

Strong revenue growth driven by higher room rates: A large part of the growth in Q3 for the

universe under our coverage has come through ARR increases.

ARR for Indian Hotels Company grew by 35% yoy at Rs8150 while occupancies were down a

percentage point at 74% in Q3 FY10 due to company’s focus on improving Rev PAR. FY10

with a 27% yoy growth in ARR at Rs11485 while OR was down 4% yoy at 74%. For 9M

FY10 EIH Ltd reported ARR of Rs7, 550 with 64% occupancy against 62% in the same period

previous year. Our universe of 5 companies posted a 29% yoy growth in revenue at Rs7.6bn in

Q3 FY10.

(Refer table above)

*yoy = year on year

**ARR = average room revenue

Objective

The report distinctively reveals the functionality of various finance sub-departments. The

contribution of each unit under the finance department and inter-relation with each other,

Objectivity of the work defines as a link in order to accomplish the successful working of the

unit.

Exploring strategic measures for recovering dues, reducing the operating expenditures

(especially those that directly don’t contribute in revenue generation).The objective is stated

below.

A detailed categorization of the outstanding parties and recovery and analysis of the

allowances (source: back office and front office), passed during the financial year 2010-2011.

The Also suggestive measures to minimize non- revenue generating expenditures by avoiding

allowances wherever possible.

The study required a detailed understanding of each functional department of Vivanta Hotel. A

comprehensive details of clerk tasks ,followed by an explorative study to identify red alert

areas in terms of high cost incurred or non-revenue generating expenditure.

Areas chosen for detailed analysis were:

Allowances, major sources of allowances and strategies to reduce it

Analysis of the method of cost control measures.

A competitive analysis to gauge the hotels performance vis a vis other hotels

The membership scheme of the Taj’s and the revenue from the member compared to

walk in customers.

The methodology used at clerk task comprised of data availability for maintaining debtors call

registers with the help of accounting software –ORACLE was auto updated at the center that is

at Mumbai CCC (Central Collection Cell) as and when parties due were cleared off or added

on. Followed in the initial phase was primarily explorative and thereon descriptive in nature.

The data used in the analysis was collected through primary research and there was no

published data available for the same.

The data used for our analysis was collected through primary research from various functional

areas: stores, purchase, food & beverage department, credit department, day audit, night audit

department.

Quantitative techniques used for competitive analysis are as follows:

1. Rev Par (revenue per available room) = Total revenue earned in a year

Total available nights in a year

2. Gross ARR (gross average room revenue) = Revenue earned from a room in a day

Total room nights sold per day

3. Occupancy Rate = (Total room nights sold) *100

Total room night available

4. Value Index = Rev par of Taj Hotel *100

Rev Par of Industry

Chapter II

ORGANIZATIONAL PROFILE OF THE COMPANY

CORPORATE SUSTAINABILITY AND SOCIAL RESPONSBILITY

As a part of Tatas; India’s premier business house; we; at Taj Hotels, have always

believed in society and environment being integral stakeholders in our business along with our

shareholders, customers, vendors and others. Over the last decade, the movement towards

ecologically sound tourism has gained urgency and importance across the globe and we

recognize that responsible practices in vogue are as diverse as the geographies.

We promote corporate citizenship through our strategic public-private partnerships

which encourage building livelihoods of less-advantaged youth and women. The causes we

promote include reducing malnutrition, promoting indigenous artisans and craftsmen and

enhancing employability of identified target groups by sharing our core competencies as a

leading hospitality company. We encourage training and development of differently abled

youth.

We at Taj have the unique scope and opportunity to develop raw potential into a skilled

workforce that is immediately employable by various players in the industry. A majority of our

community projects are focused around extending our key strengths in food production,

kitchen management, housekeeping, customer service and spas to promote economic

empowerment of candidates from vulnerable socioeconomic backgrounds. We are fully

committed to the cause of building a sustainable environment by reducing the impact of our

daily operations on the environment and improving operational efficiencies, resource

conservation, reuse and recycling of key resources.

A glimpse of indicative projects undertaken by Taj group

Our sixth Corporate Sustainability Report was submitted to the United Nations Global

Compact society in August, 2009. The United Nations Global Compact is a strategic policy

initiative for businesses that are committed to aligning their operations and strategies with ten

universally accepted principles in the areas of human rights, labor, safety & security,

environment and anti-corruption. This Corporate Sustainability report also serves as our GRI

(Global Reporting Initiative) as well as Triple Bottom Line report. The report focuses on

identified priorities at IHCL and responds to key stakeholder needs. We plan to continue and

further strengthen our commitment to the environment and societies in which we operate.

We believe in continuous learning and sharing and would be delighted to have your

thoughts and suggestions.

EARTH

In an endeavor to reinstate its vision and efforts to boost sustainable tourism, Taj Hotels

Resorts and Palaces presented EARTH (Environment Awareness & Renewal at Taj Hotels)

this year. Implementing schemes such as the Gangroti Glacier Clean-Up Expedition, as well as

designated Earth rooms, which minimize environmental impact, Taj is one of Asia’s largest

group of hotels to commit to energy conservation and environmental management. EARTH has

received certification from Green Globe, the only worldwide environmental certification

program for travel and tourism.

The Taj began a century ago with a single landmark – The Taj Mahal Palace Hotel,

Mumbai. Today, the various Taj hotels, in all their variety and historical richness, are

recognised internationally as the symbols of true Indian hospitality. The Company’s history is

integral to India’s emergence into the global business and leisure travel community; and

looking to the future, Taj Hotels Resorts and Palaces is well positioned to meet the increase in

travel activity with the rapid expansion of the Indian economy.

History

The Company was incorporated in 1902 and it opened its first hotel, The Taj Mahal

Palace & Tower, Mumbai, in 1903. The Company then undertook major expansion of The Taj

Mahal Palace & Tower, Mumbai by constructing an adjacent tower block and increasing the

number of rooms from 225 to 565 rooms. With the completion of its initial public offering in

the early 1970s, the Company began a long term programme of geographic expansion and

development of new tourist destinations in India which led to its emergence as a leading hotel

chain in India. From the 1970s to the present day, the Taj Group has played an important role

in launching several of India's key tourist destinations, working in close association with the

Indian Government. The Taj Group has a philosophy of service excellence which entails

providing consistently high levels of personalized service and innovative means of improving

service quality.

The Taj Group has been active in converting former royal palaces in India into world

class luxury hotels such as the Taj Lake Palace in Udaipur, the Rambagh Palace in Jaipur and

Umaid Bhawan Palace in Jodhpur. In 1974, the Taj Group opened India's first international

five star deluxe beach resort, the Fort Aguada Beach Resort in Goa. The Taj Group also began

its business in metropolitan hotels in the 1970s, opening the five-star deluxe hotel Taj

Coromandel in Chennai in 1974, acquiring an equity interest and operating contract for the Taj

President, a business hotel in Mumbai, in 1977, and opening the Taj Mahal Hotel in Delhi in

1978.

In 1980, the Taj Group took its first step internationally by opening its first hotel

outside India, the Taj Sheba Hotel in Sana'a, Yemen and in the late 1980s, acquired interests in

the Crown Plaza, London, St. James Court, London and 51 Buckingham Gate Luxury Suites

and Apartments in London.

In 1984, the Taj Group acquired under a license agreement each of The Taj West End,

Bangalore, Taj Connemara, Chennai and Savoy Hotel, Ooty, with which the Taj Group made

its foray into Bangalore.

With the opening of the five star deluxe hotel Taj Bengal in Kolkata in 1989; the Taj

Group became the only hotel chain with a presence in the five major metropolitan cities of

Mumbai, Delhi, Kolkatta, Bangalore and Chennai. Concurrently with the expansion of its

luxury hotel chain in the major metropolitan cities, the Taj Group also expanded its business

hotels division in the major metropolitan and large secondary cities in India.

During the 1990s, the Taj Group continued to expand its geographic and market

coverage in India. It developed specialized operations (such as wildlife lodges) and

consolidated its position in established markets through the upgrading of existing properties

and development of new properties. Taj Kerala

Hotels & Resorts Limited was set up in the early 1990s along with the Kerala Tourism

Development Corporation. In 1998 the Taj Group opened the Taj Exotica Bentota which

strengthened the Taj Group's market position in Sri Lanka. In 2000, the launch of the 56 acre

Taj Exotica, Goa and the Taj Hari Mahal in Jodhpur were completed.

In 2000, the Taj Group entered into a partnership with the GVK Reddy Group to set up

Taj GVK Hotels and Resorts Limited and thereby obtained a prominent position in the market

in the southern business city of Hyderabad, holding three hotels and a major share of the

market. In 2001, the Taj Group took on the management contract of Taj Palace Hotel, Dubai,

and has established itself as an up-market hotel in the Middle East region. The Taj Exotica

Resort & Spa, Maldives launched the Taj Group into the premium luxury hotel market and

since its opening in July 2002, has won several international awards.

The Taj Group also obtained licenses to manage and operate two leisure hotels; the

Rawal-Kot, Jaisalmer and Usha Kiran Palace, Gwalior in October 2002.

In September 2002, the Taj Group acquired an equity interest in the former Regent

Hotel in Bandra which gave the Taj Group access to the midtown and North Mumbai market.

The hotel has since been renamed as the Taj Lands End, Mumbai.

In 2003, the Company celebrated the centenary of the opening of its Flagship hotel, the

Taj Mahal Palace & Tower, Mumbai.

In 2004 the Taj Group opened Wellington Mews, its first luxury serviced apartment in

Mumbai. In the same year, the Taj Group also launched the first of its "value-for-money"

hotels in Bangalore branded 'Ginger', which division has 11 hotels in various locations in India

and is owned through its wholly owned subsidiary.

In 2005 the Company acquired on lease The Pierre, a renowned hotel in New York

City, to enter the luxury end of the developed hotel markets internationally. The Company

entered into a management contract for Taj Exotica in Palm Island Jumeirah in Dubai to

expand its existing presence in the United Arab Emirates.The Company enhanced its position

as an operator of converted palaces by entering into a management contract for Umaid Bhawan

Palace, Jodhpur in the princely state of Rajasthan in India. The Company, through a

subsidiary, acquired the erstwhile ‘W’ hotel in Sydney, Australia in February 2006 and

renamed it as ‘Blue, Woolloomooloo Bay’. To expand its presence in the US market, the

Company acquired in early 2007 Ritz Carlton in Boston and Taj Campton Place in San

Francisco.

Hotels operated by the Taj Group internationally are located in US, Australia, Dubai,

Maldives, Malaysia, Sri Lanka, the United Kingdom, Yemen and Zambia.

Scheme of Amalgamation ("Scheme")

On October 12, 2006, the Board of Directors of the Company approved the Scheme,

under Sections 391 to 394 of the Companies Act for the for the amalgamation of Indian

Resorts Hotel Limited, Gateway Hotels and Getaway Resorts Limited, Kuteeram Resorts

Private Limited, Asia Pacific Hotels Limited, Taj Lands End Limited (Transferor Companies)

with the Company. The Scheme was approved by the respective High Courts.

Rationale for the Scheme of Amalgamation

The Transferor Companies and the Company were engaged in the leisure and business

hotels as part of the Taj group of hotels. A consolidation of the Transferor Companies and the

Company was therefore expected to lead to greater synergy in operations, a more efficient

utilization of capital and create a stronger base for future growth of business in general and the

Company in particular. The amalgamation was expected to result in administrative

rationalization, organizational efficiencies, and optimal utilization of various resources.

Board of Directors

Ratan N. Tata Chairman

R. K. Krishna Kumar Vice Chairman

J. J. Bhabha

N. A. Soonawala

S. K. Kandhari

K. B. Dadiseth

Deepak Parekh

Jagdish Capoor

Tejendra Khanna

Shapoor Mistry

Raymond N. Bickson Managing Director

Dev Bajpai Company Secretary

Committees of the Board Audit Committee

S. K. Kandhari Chairman

Deepak Parekh

Jagdish Capoor

Remuneration Committee

Jagdish Capoor Chairman

R. N. Tata

R. K. Krishna Kumar

N. A. Soonawala

Shareholders’/ Investor Grievance Committee

N. A. Soonawala Chairman

R. K. Krishna Kumar

Raymond N. Bickson

· Registered Office

Mandlik House, Mandlik Road, Mumbai 400 001.

Tel: 6639 5515

Fax: 2202 7442

· Share Department

Mandlik House, Mandlik Road, Mumbai 400 001.

Tel: 2202 6260

Fax: 2202 7442

Email: shares.dept@tajhotels.com

· Solicitors

Mulla & Mulla & Craigie Blunt & Caroe

Udwadia and Udeshi

· Auditors

S. B. Billimoria & Company

N. M. Raiji & Company

· Bankers

The Hongkong and Shanghai Banking Corporation Ltd.

Standard Chartered Grindlays Bank

Citibank n.a.

Website: www.tajhotels.com

Management

o Raymond N. Bickson Managing Director

o Anil P. Goel Sr. Vice President - Finance

o Ajoy K. Misra Sr. Vice President - Sales & Marketing

o Yogi Sriram Sr. Vice President - Human Resources

o Prakash Shukla Sr. Vice President - Technology & CIO

o Rajiv Gujral Chief Operating Officer & Sr. Vice President- Mergers,

Acquisitions & Development

o Franz Zeller Sr. Vice President & Chief Operating Officer

o Luxury SBU - International

o Abhijit Mukerji Chief Operating Officer - Luxury SBU - India

o Jyoti Narang Chief Operating Officer - Leisure SBU

o Jamshed S. Daboo Chief Operating Officer - Business SBU

o Dev Bajpai Vice President (Legal) & Company Secretary

:

6 Competitors

· ITC Maurya Hotel

· Hyatt

· Taj Palace hotel

· Oberoi

· Imperial

· Hilton Trident

· Le Meridian

· Intercontinental

· Park Royal

· Grand

· Radisson

· Marriot

Management structure

There are two decision-making bodies that define and direct the business endeavors of

the TATA Group. These are called the Group Executive Office and the

Group Corporate Center.

Group Executive Office

The Group Executive Office (GEO) defines and reviews the business activities of the TATA

Group and is involved in implementing programs on corporate governance, human resourses,

the environment, etc. the chief objective of the GEO is to make the TATA

RATAN TATAChairman

Anil GoelExe dirFinance

Abhijeet MukherjeeExe Dir -Hotel

Operations

Raymond Bikson(CEO&MD)

AJOY MishraMrk & sales

Prakash ShuklaTech & Cheif info

officer

Sumit GuhaDevelopment &

Project

Sankar ParamevaramLegal&company

secretary

H n ShanivasH.R

Group more synergistic; it does this by strengthening the relationship between the group and its

companies.

The GEO creates a shared understanding of a TATA company’s current activities, its strength

and its weakness. It then addresses the most strategic issues facing the company. Apart from

this, GEO has reviewed the Group’s business portfolio and clustered companies into seven

business sectors. The GEO assesses what unique value a company adds to a particular business

sector and, conversely, what unique value the Group can bring to that company.

Besides Group chairman Ratan Tata, the GEO

Group Corporate Center.

The mandate of the Group Corporate Center (GCC) is to guide the future strategy and direction

of the TATA Group and to work in close coordination with the Group Executive Office

SWOT Analysis of the Hotel Industry

Strengths –

A manpower cost in the Indian hotel industry is one of the lowest in the world

This provides better margins for Indian hotel industry.

India offers a readymade tourist destination with the resources it has.

Thus the magnet to pull customers already exists and has potential grow

STRENGTS·

*India’s rich cultural

heritage

* Second largest forex

earner

* Demand exceeds

supply

OPPORTUNITYS

* Boom in tourism

* Privatization of airlines

* Increase in disposable

incomes

WEAKNESSES

* Capital intensive

* Labour intensive

* Non-availability

of landSecond largest forex

THREATS

* Sensitive to

disturbances in the

country

* Competition from

International chains

* High taxes may render

India as an unviable

destination.

SWOTANALYSIS

Weaknesses-

The cost of land in India is high at 50% of total project cost as against 15% abroad.

This acts as a major deterrent to the Indian hotel industry.

The services currently offered by the hotels in India are only limited value added services. It

is not comparable to the existing world standards.

Opportunity-

Demand between the national and the inbound tourists can be easily managed due to difference

in the period of holidays

Unique experience in heritage hotels

Threats-

Changing trends in the west demand similar changes in India, which here are difficult to

implement due to high project costs.

The economic conditions of a country have a direct impact on the earnings in hotel industry.

Lack of training man power in the hotel industry

THE BRAND -THE TAJ GROUP OF HOTELS

Brands never die. They are meant to live forever. However, their luster fades by the imprudent

decisions of brand managers who fail to see the future unraveling. Brands need to change and

adapt to their customers and consumers. Rigid brand managers are the biggest liability to the

brand. As the Taj moves into the 21st century it will consolidate its position not only in India

but also in other parts of the world moving closure to its vision.

The Taj has transformed itself repeatedly over the last hundred years because it has always

stayed ahead of its time. Taj will transform itself once again this time to go beyond India to

establish magnificent hotels in different parts of the world.

Strategy

Taj conducts, holds and sponsors a number of Exhibitions and Trade fairs which is a driving

force for the interest of the consumers.

Taj is inter-connected and also has tie ups with famous tourism agencies. It believes in

providing its best to its consumers.

It also expands its services as a guide to the tourists and also organizes entertaining activities

for them.

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The identity was developed after extensive research on the consumer’s attitudes towards the

Taj Over 60 in-depth interviews were conducted by client and agency.

The parameters? Not quantity, but quality. The things done right the quality of check-in, the

smile, the greeting or the welcome drink. The insights gathered were analyzed and a clear slot,

which the Taj could occupy when global competition arrived, emerged. This was translated

into creating a distinct personality of the Taj as caring, efficient and enigmatic.

Awards and achievement

Milestones achieved by the Company since incorporation are listed below:

1903 The Company opens its first hotel, the "Taj Mahal Palace" in Mumbai,

India.

1974 The Company opens its first five star deluxe beach resort, the "Fort

Aguada Beach Resort" in Goa.

The Company begins business in metropolitan hotels by opening the five star

deluxe hotel, the "Taj Coramandel" in Chennai.

1980 The Company opens its first hotel outside India, the "Taj Sheba Hotel" in

Sana'a, Yemen.

1984 The Company entered into a licence agreement to operate the "Taj West

End" in Bangalore, "Taj Connamera" in Chennai and the "Savoy" in Ooty.

1989 The Company opens a five star deluxe hotel in Calcutta, the "Taj Bengal."

1990 The Company establishes the Taj Kerala Hotels and Resorts Limited with

the Kerala Tourism Development Corporation.

1998 The Company opens the "Taj Exotica" in Bentota, Sri Lanka.

2000 The Company establishes Taj GVK Hotels and Resorts Limited with the

GVK group to operate three hotels in Hyderabad.

2001 The Company is awarded the management contract for the "Taj Palace",

Dubai.

The Company launches the "Taj Exotica Spa and Resort" in Maldives.

2002 The Company obtains licences to manage and operate two leisure hotels:

the "Rawal-Kot" in Jaisalmer and the "Usha Kiran Palace", Gwalior.

The Company acquires an equity interest in "Regent Hotel" in Bandra, Mumbai

which is later renamed as the "Taj Land End."

2003 The Company relaunches its flag ship property as the "Taj Mahal Palace

and Tower."

2004 The Company launches its first luxury serviced apartments, "Wellington

Mews" in Mumbai. The Company opens its first economy hotel under the brand

"Ginger" in Bangalore.

2005 The Company obtains a management contract to operate "The Pierre" in

New York, USA. The Company entered into a management contract to operate

the "Taj Exotica" in Palm Island, Jumeirah, Dubai. The Company obtained the

operating agreement for the "Umaid Bhavan Palace" in Jodhpur.

2006 The Company acquires the "W" hotel in Sydney, Australia which is later

renamed as the "Blue Sydney". The Company commences operation of its first

wildlife lodge at Mahua Kothi, Bandhavgarh.

2007 The Company acquires the "Ritz-Carlton" in Boston, USA which is later

renamed as the "Taj Boston." The Company commences operation of its second

wildlife lodge at Baghvan, Pench.

2008 Taj's flagship property in the United Kingdom, 51 Buckingham Gate, Taj

Suites and Residence’s South Indian restaurant, Quilon has received the

ultimate culinary accolade – a Michelin star. Taj Hotels Partner with Saraya

Islands to Operate Taj Exotica Hotel in Ras Al Khaimah, United Arab Emirates.

Taj Hotels and the Tashi Group join hands to create the new benchmark for

premium hotels in Bhutan - Taj Tashi Bhutan. ALDAR Hotels and Hospitality

and Taj Hotels enter into an exclusive agreement involving a number of hotel

projects. The first hotel to be developed by ALDAR Hotels and Hospitality

under the agreement is a five-star, 500 room luxury resort hotel which will be in

a spectacular waterfront location on ALDAR's mega entertainment destination,

YAS Island. The Taj Safaris circuit will be complete in Madhya Pradesh with

the addition of two more luxury lodges in Panna, Pashan Garh and Kanha,

Banjaar Tola.

The Taj Mahal Hotel, New Delhi unveils Delhi’s first contemporary Japanese

restaurant ‘WASABI by Morimoto’. Taj Hotels Resorts and Palaces won 2

prestigious awards at The 2008 World Travel Awards:

Rajput Suite at The Taj Mahal Palace & Tower, India won India’s Leading

Suite.

Taj Lake Palace, Udaipur awarded India’s Leading Castle & Palace. Taj Boston

celebrates the 120th season of summer polo matches at the Myopia Polo Club in

Hamilton, MA sponsoring the 2nd annual Taj Boston Cup.

Taj International Hong Kong Ltd, signed a management contract with Cuiting

Hotspring Hotel Management Company Ltd. Taj will operate the latter’s

Temple of Heaven Park property in Beijing and the Hainan Hotel project. Taj

Safaris unveiled two new luxury lodges: Pashan Garh and Banjaar Tola which

will be the third and fourth lodges added to the Taj Safari circuit. Taj Hotels

Resorts and Palaces Introduces Telepresence Services in Collaboration with

Tata Communications. Graze, the Modern European dining restaurant at Taj

Residency, the only restaurant in Bangalore to be honoured the coveted Wine

Spectator Award of Excellence 2008 from America's leading wine appreciation

magazine Wine Spectator.

The Taj Mahal Hotel launches VARQ. Taj Hotels Resorts and Palaces have

won the Condé Nast Traveller UK in 10th Readers' Travel Awards. Taj's luxury

properties have been recognised within the following categories: Overseas

Business Hotel, the World's Top 100 and Overseas Leisure Hotel in Asia and

the Indian Subcontinent. Taj Hotels Resorts and Palaces unveiled a premium

business hotel – Taj Residency Trivandrum.Enters into a Management contract

with Dodla Intenational Limited. Taj Hotels Resorts and Palaces, launched a

new brand “The Gateway Hotel”. Taj Hotels Resorts and Places has ranked No.

1 in the Best Hotel Chain in India category at the Business Traveller Awards

2008.

The spas at the Usha Kiran Palace, Gwalior and the Rambagh Palace, Jaipur

have been included among The 101 Best Spas in The World - Tatler Spa Guide

2008.

Taj Boston is the First United States Hotel and 51 Buckingham Gate, Taj Suites

and Residences is the First UK Hotel introducing Cisco TelePresence Rooms

for Public Use Taj Hotels Resorts and Palaces in collaboration with Tata

Communications and Cisco. Taj Boston in cooperation with Susan Cole of

Boston Assemblies launches Social Style for Children. These etiquette

programs for children provide easy access to the social skills essential in daily

life.

The Taj Mahal Palace & Tower, Mumbai was under siegh during the 26/11

Mumbai Terror attacks. The Taj Boston was named the best hotel in Boston and

for the second year in a row ranked #22 among the world's top 100 hotels in the

latest survey of hotels worldwide by Institutional Investor magazine.

The Taj Hotels Resorts & Palaces 'No room for the Ordinary' advertising

campaign for the print media bagged the 2008 PATA Gold Award in the

Marketing – Hospitality category and also won a second award – the 2008 Gold

Magellan Award.

The Gateway Hotel Athwa Lines Surat has added a new block of rooms to take

up its inventory to 208 making it the largest hotel in Gujarat. It also launches

three brand new restaurants - "Flow" the all day dining restaurant, "Spice" an

Indian specialty restaurant and "T3" a Tea lounge and Deli. Taj launches The

Jiva Spa Boat at Taj Lake Palace, Udaipur.

On December 21st, The Taj Mahal Palace & Tower reopens the rooms in the

The Taj Mahal Tower. Taj Hotels Resorts & Palaces announced the opening of

their 'Upper Upscale' brand in Bangalore. The hotel bears a new name and

identity: “Vivanta by Taj - Whitefield, Bangalore”. With the announcement of

its forthcoming reopening, The Taj Mahal Palace & Tower provides further

details on the reopening of the Tower Wing. 268 rooms will be available, which

include 9 Suites and 26 Taj Club Rooms. Exclusive services to commemorate

the special occasion of the hotel's reopening have been introduced with the

opening of the Tower Wing. The Taj Group set up a public service welfare

Trust fund named - “Taj Public Service Welfare Trust” (TPS Welfare Trust), In

response to the unprecedented attack on Mumbai between November 26 to 29,

2008, where many people from the security forces, the Police, Fire service,

hotel employees, guests of the Taj and general public were killed or wounded.

Taj Hotels Resorts and Palaces unveiled a new world-class premium hotel in

Chennai – Taj Mount Road.

2009 Taj Lake Palace, Udaipur voted as the winner of the Editor's Choice

Award 2008 for Gallivanter's Guide. Taj Boston awarded 2009 Mobil Four-Star

honors in recognition of its gracious and efficient service and luxurious

accommodations and public spaces. Taj Hotels Resorts and Palaces introduces

Kefi - the Mediterranean restaurant at Taj Mount Road.

Taj Safaris open doors of its new luxury lodge, Banjaar Tola at Kanha National

Park from February 18, 2009.The Pierre, re-opens on June 1 following a

meticulous $100 million renovation to create new guestroom and bath interiors

and to reconfigure first floor public areas to accommodate a new restaurant, Le

Caprice at The Pierre, as well as 2 East, a new lobby lounge, and a graciously

welcoming reception area.

Taj Hotels Resorts and Palaces announce their new premium hotel, "Vivanta by

Taj - Panaji, Goa", slotted in the "upper upscale" segment. Indian Hotels

Company Limited announced that it is going to acquire a controlling stake in

ELEL, the company which holds a long term sub-lease for the land on which the

Sea Rock Hotel is located in Bandra, Mumbai, for Rs. 680 crores.

The Taj Residency Ummed in Ahmedabad migrated to The Gateway Hotels

portfolio, making this its third property in Gujarat and the 31st Gateway hotel in

India. Taj launches Vivanta by Taj in Maldives. Karambir Singh Kang, General

Manager, The Taj Mahal Palace & Tower, Mumbai has been awarded the

prestigious Virtuoso Hotelier of the Year Award, 2009 at the Virtuoso "Best of

the

Best" Hotel Awards held in Las Vegas recently during the Virtuoso's 21st

Annual Travel Mart Conference. Taj Lands End introduces 125 new rooms

comprising 107 Taj Club rooms and 18 Suites, increasing the inventory to 493

rooms.

The Gateway Hotels has signed a management contract to set up a 125 room

hotel on a 16-acre prime location in Shirdi. Rambagh Palace, Jaipur has been

voted the Best Hotel in the World by Condé Nast Traveller in the Readers

Travel Awards for 2009 across travel and industry categories, in the World Top

100. It also tops the list of 'Overseas Leisure Hotels for Asia and the Indian sub-

continent'.

Scoring an overall 95.62, Rambagh Palace has the 'best ambience/décor' (98.12)

and 'location' (96.5) of all hotels in the category.

Taj Exotica Resort & Spa Maldives has been ranked 18th best Overseas Leisure

Hotel in Middle East, Africa & the Indian Ocean Islands in the Condé Nast

Readers' Awards 2009. Taj Coromandel relaunches Golden Dragon - The

signature Specialty Schezwan restaurant in the city. The Taj Palace launches

Blue Ginger thus introducing Vietnamese cuisine to the Delhi. Taj Palace

introduces 'The Blue Bar'. Taj Exotica Resort & Spa Maldives has challenged to

protect the natural tropical flora and fauna and surrounding blue waters of

Emboodhu Finolhu island.

On 26th of November 2009, The Taj Mahal Palace & Tower, Mumbai saw the

coming together of employees and families of staff members, for a

remembrance meeting that paid respects to those who lost their lives last year.

There were multi faith prayers held for peace and harmony. The standalone

hotel, previously known as the Ummeid Jodhpur, was migrated to the brand The

Gateway Hotel Jodhpur. This is the third Gateway property in Rajasthan after

Jaisalmer and Jaipur and the 33rd property in the country overall. The Taj

celebrates the opening of Taj Khazana at Taj Lands’ End, its first signature

boutique store in Mumbai. The Taj Mahal Palace & Tower, Mumbai announced

the reopening of the iconic restaurant Golden Dragon on the 25th of November

2009.

The legendary Wasabi and the historical Harbour Bar at The Taj Mahal Palace

& Tower, Mumbai reopened their doors on Dec 3, 2009 Indian Hotels

Company Ltd announces its foray into Srinagar, in Jammu and Kashmir. A

management contract for a hotel under the upper upscale brand Vivanta by Taj

was signed on, December, 10, 2009 at Srinagar with SAIFCO Hill Crest Hotels

Pvt. Ltd, part of a well-known business house in the state. Taj Hotels Resorts &

Palaces has been recognised for its excellence and service for it properties - Taj

Exotica Resort & Spa Maldives and Taj West End Bangalore – at the Leading

Hotels of the World Annual Convention held in Venice, Italy in November

2009.

2010 The Umaid Bhawan Palace, Jodhpur has been voted the Hotel Of The

Year by the Gallivanter's Guide Editor’s Choice Awards. Taj Hotels Resorts and

Palaces, one of Asia's largest and finest group of hotels, and VICTORIA-

JUNGFRAU COLLECTION, an exclusive hotel group comprising four of

Switzerland's leading luxury hotels have entered into a strategic joint marketing

alliance to develop cross-promotional opportunities for both companies to

harness each other's strengths in their respective markets. Taj Hotels Resorts

and Palaces announced the opening of Taj Cape Town. This new luxury hotel in

the historic city of Cape Town is a joint venture between Indian Hotels

Company Ltd and city centre developers Euro cape, with the investment in the

project topping R500 million.

Taj Hari Mahal, Jodhpur won the award in 'Hotel Providing Best Facilities for

Differently Abled guest' category. Chef Ananda Solomon, Executive Chef, Taj

President Mumbai and Corporate Chef Taj Group of Hotels along with Chef

V.K. Chandrassekaran, Executive Chef Taj West End, Bangalore has been

awarded as 'Best Chef in India' in the National Tourism Awards 2008-2009 by

The Ministry of Tourism, Government of India.

The Indian Hotels Company Ltd announced a new hotel in North-East India,

with the unveiling the foundation stone for Vivanta by Taj - Guwahati, Assam.

The Taj Mahal Palace & Tower, Mumbai announced the reopening of the

elegant and legendary Ballroom, in the iconic Heritage Wing of the property on

the March 30th, 2010.

Indian Hotels Company Limited has been recognised for its employment

engagement at the workplace and is one of the 25 organisations to win the

'Gallup Great Workplace 2010' awards announced by The Gallup Organization.

The Indian Hotel Company Limitied was chosen by the Credit Suisse Research

Institute as one of the 27 'Great Brands of Tomorrow'. The Gateway Hotel

Beach Road Calicut has been voted India's Best Five Star Hotel in the National

Tourism Awards 2008-2009 by The Ministry of Tourism, Government of India.

VIVANTA BY TAJ.

NAWABI GRACE.IN A STYLISH NEW AVATAR.

There's a new wow in Uttar Pradesh's capital city. Just 8 km from the railway terminus and a

mere 20km from the airport. On the banks of the river Gomti. Right in the heart of Lucknow's

business and entertainment areas.

Drive in from the airport delighting in backseat surprises (we're not revealing here). You'll see

how we mean business in a quiet efficient way from the moment you step in. Our lobby is a

unique mix of chic and classic. Graceful pillars make a stylish presence. With a dramatic

dome. And a mariner's brass compass in the grand lobby space. This arrival zone sets the tone

for guestrooms and banquet facilities that deliver the ultimate in urban relaxation. Get set to be

delighted with small surprises from the moment you enter.

Discover the most happening restaurants which open to the lobby to create an enticing food

zone offering the best in world cuisine. Technology is woven through it all. Vivanta by Taj -

Gomti Nagar, Lucknow has all the entertainment and connectivity options today's traveller

requires. Become a part of our world. Feel the pulse of an international business and

conferencing destination. Stroll across 25 acres of garden space. Soak in the colonial look.

Experience the buzz.

RETREAT

Modern architecture marks cosmopolitan rooms. Relax in leisure where the today meets

tomorrow. And business meets pleasure.

Hotel Address

Vipin Khand

Gomti Nagar

Lucknow - 226 010

Uttar Pradesh

India

Telephone: +91 522 671 1000  |  Facsimile: +91 522 671 1666 

HOTEL CONTACT DETAILS

Vivanta by Taj - Gomti Nagar

Vipin Khand

Gomti Nagar

Lucknow - 226 010

Uttar Pradesh

India

Telephone: +91 522 671 1000

Facsimile: +91 522 671 1666

Quick Peek

Retreat

Work & Play

Feast

Invigorate

Meet & Celebrate

Promotions

Gallery Hop

SURPRISES - STAY A BIT LONGER

A Night to remember. And another to relive the moment Presenting stay a bit longer - stay an

extra night with our compliments. Experience the quintessential Taj hospitality: Book Nights

on the Best Available Rate and get the consecutive night with our compliments. Offer valid on

room only basis. Taxes extra, as applicable. Terms and conditions apply.

 

Validity : 01st May, 2011 - 31st August, 2011

 

SURPRISES - BUSINESS EDGE

Stay a minimum of 2 nights and enjoy exclusive corporate privileges and surprising savings.

At the Taj, business is not just unconventional, but valuable. Alongside the quintessential

fusion of business and pleasure, you will also enjoy unbelievable savings and benefits on our

traditional hospitality and exceptional service that are sure to leave you pleasantly surprised.

Book Now

 

Avail the offer and enjoy exclusive privileges:

Breakfast for two (single/double same rate)

Hotel Credit of Rs 2000/- per stay against F&B, laundry, or spa

(where spa services are available)

 

WEEKEND SPECIAL

Take a couple of days off to recharge yourself over the weekend at Vivanta by Taj - Gomti

Nagar, Lucknow. With its stunning colonial-style architecture, stylish contemporary interiors

and modern amenities, you can enjoy the best of tradition and modernity. Savour rare Awadhi

delicacies and soak in our gracious service. Opt for the Weekend Special rate that will make

your escape even more memorable. 25% off BAR. Offer is available for bookings on Friday,

Saturday or Sunday only.

Book Now

 

EARLY BIRD RATE

If you have a trip to Lucknow scheduled we'd suggest you book early at Vivanta by Taj -

Gomti Nagar, Lucknow. While your luxurious room is reserved for you, you'll also enjoy

savings of 20% on the room charge and incomparable services. Early Bird Rate is applicable

on bookings made more than ten days in advance.

Book Now

 

LAST MINUTE RATE

A last-minute travel plan for Lucknow? Let the logistics of accommodation not bother you.

Call Vivanta by Taj - Gomti Nagar, Lucknow and we'll fill you in on how easy we can make

your trip and give you details of the most affordable Last Minute Rate as well.

Book Now

 

BEST AVAILABLE RATE

You would like the best deal for your stay at Lucknow's best hotel. We'll offer you the best we

can when you call us with your travel dates with the Best Available Rate. Vivanta by Taj -

Gomti Nagar, Lucknow offers no restrictions making it a hassle-free reservation. Standard

cancellation rules apply.

Book Now

 

BUSINESS EDGE

Staying at Vivanta by Taj - Gomti Nagar, Lucknow gives you just the congenial ambience you

need to do business. Yet, after business hours there is plenty to look forward to. Opt for our

Business Edge offer and enjoy a seamless fusion of business and pleasure, unbelievable

savings and benefits, and exceptional service that are sure to leave you pleasantly surprised.

Book Now

 

BREAKFAST INCLUSIVE RATE

There is nothing like a spread of multi-cuisine delights on the menu to indulge your taste buds

in the morning. Enjoy a lovely breakfast of light and flavourful preparations at Latitude, our

utterly charming all-day dining restaurant. And yes, your breakfast is on the house when you

avail of the Breakfast Inclusive offer at Vivanta by Taj - Gomti Nagar, Lucknow.

Book Now

Retreat

Superior Charm

Deluxe Delight - Garden View

Deluxe Delight - Pool View

Deluxe Allure Suite

Premium Temptation Suite

RELAX. REFRESH.

Our rooms have it all worked out. We know what you must have and then add to the delight!

Clever surprises and the best of technology. Each room features ergonomically designed

mobile work desks with special task lighting and stylish designer work chairs . So also hi-tech

electronics for internet access, televisions, distinctive custom lighting and outstanding storage

facilities. De-stress options such as a special Rest Easy menu and dual massage showerheads

add luxury to your stay. The styling and the décor suits both business and leisure travellers.

Very modern. Very in.

FINE TUNE THE WAY YOU WANT TO STAY.

SUPERIOR CHARM

With perfect harmony of comfort and aesthetics. these urban studios with a hotel surrounding

view are stylishly.

DELUXE DELIGHT - GARDEN VIEW

Stylishly designed with a stunning garden view. These rooms elevate your definition of

business travel.

DELUXE DELIGHT - POOL VIEW

Designed for sleep, refreshment and relaxation, with views of the large pool. These rooms

reflect a perfect blend of indulgent utility and sleek simplicity.

DELUXE ALLURE SUITE

Enjoy a leisurely meal and a chat in the living room amidst stylish interiors. The attached

bedroom has large French windows.

PREMIUM TEMPTATION SUITE

The finest suites of the hotel, a remarkable 620 sq. ft. of luxurious personal space with a living

room and a bedroom with an extra-large bed.

MAKE THE MOST.

Go for it. Explore what Vivanta by Taj lays out for you. Surrender to the Spa. Splash in the

pool. Engage the Fitness centre. Exercise the many leisure options. Get the whole experience in

all.

SEEK AND YOU WILL FIND.

BUSINESS CENTRE

The Business Centre lets you reach new levels of productivity so you can get back to the pool

as quickly as possible.

 More

FITNESS CENTRE

Our fitness centre is open 24 hours, so you can always take time to focus on yourself. There's

also a garden walking path.

 More

LEISURE

Vivanta thrives on providing our guests with all the services they need to escape, unwind or

refresh.

 More

Chef Profiles

Private Dining

VIVID MEALS

Lucknow is an ever expanding, ever changing city and the restaurants at Vivanta by Taj -

Gomti Nagar, certainly keep up.

Vivanta by Taj - Gomti Nagar, Lucknow entices guests into our superb food zone. Our

restaurants open out into the lobby. The atmosphere is lively. The crowd, exceptional. Jet set

culinarians sample different exotic menus night after night. Latitude is a fresh take on Pan-

Indian with international multi-cuisine as well. Oudhyana is true to the finest Awadhi and

North Indian cuisine. The large number of guests seated in the lobby waiting for a table is

proof of its popularity. Perhaps you may, between November and February, choose to simply

dig in to Pan-Asian grills at the open air balcony restaurant Charcoal.

Our venues are a treat for the senses. The flavours. The aromas. The live cooking sounds. And

the artistic display. All come together in a fine harmony. Dig in. Be thrilled.

Let the spirit of Vivanta by Taj enliven you.

INNOVATIVE CUISINE

CHEF PROFILES

Meet the man who puts together our delightful menus, Executive Chef Nagendra Singh

 More

PRIVATE DINING

From a Private meal with the talented Executive Chef Nagendra Singh to a romantic table in a

gazebo near the swimming pool, your meals can be customised adventures.

 More

Latitude

NON STOP. FULL OF LIFE.

The cool open feel and stylish decor make Latitude a lively scene, even at the oddest hour. The

look is chic, the vibe informal. Splashes of colour, trendy furnishings, and artistic food

presentations set the tone.

Here's where live food stations complement Lucknow's most lavish breakfast, lunch and dinner

buffets. The week end evening buffets are invariably sold out.

Not to be missed is the Aromatized Baked Prawns. And the Pan Seared Fish Fillet. There is no

better choice for coffee or snack attack. Fans rave about the sea food platter. Whenever you

need to eat, Latitude is there with exactly what you need. We'll even pack you a breakfast to

go.

Cuisine types: All-day dining multi-cuisine & wellness menus

Location: Lobby level

Hours: 7 am till midnight

Attire: Smart Casual

Average Check: Rs 570

Telephone: +91 522 671 1550

Seating Capacity: 76 covers

Signature dishesSIGNATURE DISHES

Aromatized Baked Prawns

Baked Canneloni

Crispy Fried Honey Chilly Water Chestnut

  Oudhyana

Chef Profiles

Private Dining

AWADHI CUISINE UNPLUGGED.

This is cooking elevated to a fine art. No pretentions. No hype. Simply original and true to the

rich tradition. Awadhi cuisine uses many spices but is not pungent. Instead you'll find it subtle,

delicate and delightfully aromatic. Don't be surprised to find superb melt-in-the-mouth kebabs

which originated from the kitchens of Nawab Wajid Ali Shah. Hours of gentle slow cooking

after seasoning and marinating ensure that every ingredient cooks in its own juices.

Surrender to the gentle kababs, especially the Kakori and Galavat. Suck shamelessly on the

lamb bone marrow in Nahari Ghosht. See how hours of massaging dough with clarified butter

makes for the finest Sheermal and Warki Paratha. And you've got to have very firm resolve to

resist the Chef's original dessert - Sevian ka Muzafar (An affair with vermicelli). The piece de

resistance is of course the Shahi Tukra.

The jhaar-phanus (crystal chandeliers) and the traditional artefacts will take you back the

courts of the Nawabs (muslim rulers).

We strongly recommend you book your table well in advance. Rumour has it that Vivanta by

Taj - Gomti Nagar, Lucknow has an extra large lobby area mainly to contain unreserved guests

hoping for a table at Oudhyana.

Cuisine type: Awadhi and North Indian

Hours: Lunch: 12.30 p.m. to 02.45 p.m. Dinner: 07.30 p.m. to 11.30 p.m.

Location: Lobby level

Reservation: Strongly recommended

Attire: Smart Casual

Average Check: Rs 925

Telephone: +91 522 671 1530

Seating Capacity: 92 covers

SIGNATURE DISHES

Galavat Kebab, Kakori Kebab, Khoya Khubani Ka Kebab

Nahari Gosht

Dum Biryani

Sheermal

Sevian ka Muzaffar

Gulkand Jamun

VIVANTA BY TAJ GOMTI NAGAR RESTAURANTS

  SAQI

Chef Profiles

Private Dining

THE BAR WITH A POETIC LICENCE.

Unwind. Chill out. Then watch the night warm up at Saqi, the trendy lounge bar at Vivanta by

Taj - Gomti Nagar. The drinks flow easy. See fresh fruit and herbs happily muddled to make

refreshing cocktails. Sheer poetry in motion as the barman creates amazing cocktails. From

classic Mojitos to Apple Jack Martinis to Kafirlef Margaritas. Find yourself spoilt for a choice

of international spirits and rare scotch. With trendy lounge music and a DJ on  select

weekends, it's all happening here.

Cuisine type: Bar & Cocktail snacks

Location: Lobby level

Hours: 05:00 p.m. to midnight.

Attire: Smart Casual

Average Check: Rs 950

Telephone: +91 522 671 1540

VIVANTA BY TAJ GOMTI NAGAR RESTAURANTS

Chef Profiles

Private Dining

CHEF NAGENDRA SINGH

Meet the man who puts together our delightful menus, Executive Chef Nagendra Singh. With

almost two decades of experience, he is a true culinary artist. One who has gone back in time

to uncover traditional cooking secrets and bring them to the table.

"Sharing food is more than eating," says Chef Nagendra, as he is fondly called "It's an excuse

for gossip and love, a moment of pleasure and intimacy."

You sure can see his love for his art as he leads a team of 40 chefs who look up to him as an

insightful teacher. He has co-authored books on Awadhi cuisine which very often run out of

print.

Chef Nagendra has fine tuned his skills at iconic restaurants like The Zodiac Grill, Trattoria

and Thai Pavilion. Besides being celebrated in Lucknow for his Awadhi creations, he also

specializes in a range of cuisines such as Italian, Indian, Mexican and French.

The list of international heads of state and celebrities that Chef Nagendra has cooked for is too

long to fit here

Enjoy his graceful cooking, at Vivanta by Taj - Gomti Nagar, Lucknow.

Chef Profiles

Private Dining

CHEF'S TABLE AT OUDHYANA

Dine with Executive Chef Nagendra Singh at his private Chef's Table. Let him shower you

with culinary insights, attention and one of the most remarkable meals of your life. This is a

backstage pass into the Chef's world and we promise, you've never seen anything like it. The

Chef's Table is for a party of 8 to 10 and requires 24-hour advance notice for booking.

POOLSIDE & LAWN DINING

It's twilight. The buzz of the hotel is in the distance. The table is set and your group sparkles

with the pleasure of a private celebration. Create a moment that separates you from the crowd.

Vivanta by Taj will help you arrange a private poolside table.

CHARCOAL

It's open. See stars.

Dine under the stars amidst swaying palms. Enjoy Pan Asian grills at the lobby level balcony.

This alfresco dining option overlooks the pool and opens for dinner only (weather permitting)

between November and February.

Cuisine type: Indian, Continental, Oriental Grills

Location: Lobby level

Hours: 07:30 a.m. to 11:00 p.m.

Attire: Informal

Average Check: Rs 1250

Telephone: +91 522 671 1550

Seating Capacity: 18 covers

ADDITIONAL DETAILS

INVIGORATE

ENERGY & TRANQUILITY UNITE

For the resident time-conscious executive, an exclusive menu with short duration, express

massage treatments have been developed. Guests can avail of a spa treatment at any time of the

day or evening with prior intimation to the fitness centre.

Our long stay guests can now benefit from a personalised fitness program complemented by a

cuisine regime designed by a nutritionist and the hotel chef.

MEET & CELEBRATE

Meetings & Conferences

Events

Venues

Catering

INVIGORATE YOUR COLLEAGUES.

Hold office from within your room. Convene at The Business Centre. Network at our hi-tech

boardroom. Or confer in our extensively renovated banqueting floor.

Vivanta by Taj - Gomti Nagar, Lucknow delivers over 25,000 sq ft of vivid, contemporary

spaces available for power meetings, memorable brand launches or upscale weddings &

events. Check out our expansive Cosmos and the Celsius lawns which stylishly spread across

approximately 10,000 sq ft each and can accommodate up to 1200 people. Whatever you have

planned, count on Vivanta by Taj to bring all the extra elements you need for success.

INSPIRE YOUR GUESTS.

MEETINGS & CONFERENCES

Whether your meeting is for a few dozen or 1200 delegates, we have everything you need to

make it happen.

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EVENTS

We have all the flair and expertise required to raise a dignified ruckus, or create a buzz at your

launch party, fashion show or celebration.

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VENUES

Meet & Greet. Network, or entertain. We have 6 type of banquet halls, a 7350 sq ft garden

lawn adjoining the large 5500 sq ft Crystal Ball Room.

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CATERING

It's always about the food. Themed catering delivers memorable atmosphere and unforgettable

food to dazzle your guests.

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PROMOTIONS

SURPRISES - STAY A BIT LONGER

A Night to remember. And another to relive the moment Presenting stay a bit longer - stay an

extra night with our compliments. Experience the quintessential Taj hospitality: Book Nights

on the Best Available Rate and get the consecutive night with our compliments. Offer valid on

room only basis. Taxes extra, as applicable. Terms and conditions apply.

 

Validity : 01st May, 2011 - 31st August, 2011

Book Now

 

SURPRISES - BUSINESS EDGE

Stay a minimum of 2 nights and enjoy exclusive corporate privileges and surprising savings.

At the Taj, business is not just unconventional, but valuable. Alongside the quintessential

fusion of business and pleasure, you will also enjoy unbelievable savings and benefits on our

traditional hospitality and exceptional service that are sure to leave you pleasantly surprised.

Book Now

 

Avail the offer and enjoy exclusive privileges:

Breakfast for two (single/double same rate)

Hotel Credit of Rs 2000/- per stay against F&B, laundry, or spa

(where spa services are available)

 

WEEKEND SPECIAL

Take a couple of days off to recharge yourself over the weekend at Vivanta by Taj - Gomti

Nagar, Lucknow. With its stunning colonial-style architecture, stylish contemporary interiors

and modern amenities, you can enjoy the best of tradition and modernity. Savour rare Awadhi

delicacies and soak in our gracious service. Opt for the Weekend Special rate that will make

your escape even more memorable. 25% off BAR. Offer is available for bookings on Friday,

Saturday or Sunday only.

Book Now

 

EARLY BIRD RATE

If you have a trip to Lucknow scheduled we'd suggest you book early at Vivanta by Taj -

Gomti Nagar, Lucknow. While your luxurious room is reserved for you, you'll also enjoy

savings of 20% on the room charge and incomparable services. Early Bird Rate is applicable

on bookings made more than ten days in advance.

Book Now

 

LAST MINUTE RATE

A last-minute travel plan for Lucknow? Let the logistics of accommodation not bother you.

Call Vivanta by Taj - Gomti Nagar, Lucknow and we'll fill you in on how easy we can make

your trip and give you details of the most affordable Last Minute Rate as well.

Book Now

 

BEST AVAILABLE RATE

You would like the best deal for your stay at Lucknow's best hotel. We'll offer you the best we

can when you call us with your travel dates with the Best Available Rate. Vivanta by Taj -

Gomti Nagar, Lucknow offers no restrictions making it a hassle-free reservation. Standard

cancellation rules apply.

Book Now

 

BUSINESS EDGE

Staying at Vivanta by Taj - Gomti Nagar, Lucknow gives you just the congenial ambience you

need to do business. Yet, after business hours there is plenty to look forward to. Opt for our

Business Edge offer and enjoy a seamless fusion of business and pleasure, unbelievable

savings and benefits, and exceptional service that are sure to leave you pleasantly surprised.

Book Now

 

BREAKFAST INCLUSIVE RATE

There is nothing like a spread of multi-cuisine delights on the menu to indulge your taste buds

in the morning. Enjoy a lovely breakfast of light and flavourful preparations at Latitude, our

utterly charming all-day dining restaurant. And yes, your breakfast is on the house when you

avail of the Breakfast Inclusive offer at Vivanta by Taj - Gomti Nagar, Lucknow.

EVENTS

Legendary Hospitality

Meetings & Conferences

Weddings

Social Occasions

VIVA EVENTS

At all Vivanta by Taj hotels helping you create your dream event is a joy for us!!

Our facilities are immaculate, the options diverse, the planning detailed, the cuisines eclectic.

And most critically our associates are eager to assist you with all the experience & creativity at

our command!

We understand that no two events can be alike; each guest has his own needs & our approach

is to listen, understand & only then suggest. We have the ideas, but we'd like to make sure that

we create something just for you...to meet your specific needs.

The cuisine & entertainment options at our beck-and-call are varied & top-of-the-line. You will

be spoilt for choice

MEETINGS & CONFERENCES

When you've got to get together with colleagues, create a pat-on-the-back shindig for your

employees or wow folks with a big idea, Vivanta by Taj will give you all you need to ensure

that you create a fine impression.

If you'd like to know more about meeting at Vivanta by Taj hotels, go ahead and send in a

Request for Information. If you're all set to start planning a specific meeting or conference,

head over to send off a Request for Proposal.

SERVICE WITH PIZZAZZ

Doing business at Vivanta is a pleasure indeed. You've got a dedicated event staff to take care

of all the nitty-gritty - supplies, refreshments and other what-have-yous - so that you can

concentrate on the business at hand. Like practically invisible elves, the staff will make sure

you and your guests have everything you need, and that the proceedings run like a finely tuned

Swiss clock.

THE RIGHT SPOT

Our stately halls, swanky boardrooms and casual coffee-shop ambiences are just the spots to

mix business and pleasure. Located as they are in vibrant city destinations, invigorating beach

resorts and postcard-perfect cultural hotspots. These fab settings go hand-in-hand with

seamless services to guarantee your meeting or presentation is spot on.

TECH TALK

All the gadgets you need to make your meeting or conference a success, you've got.

Sophisticated audiovisual technology, modern teleconferencing / telepresence set-ups and

administrative back-up services. Any supplies, services or equipment you need besides are

arranged beforehand so that they're in ready-to-go mode once your event begins.

Featured Locations

WEDDINGS

Vivanta by Taj knows just what it takes to create an affair to remember. From the engagement

to the big day itself and all the little celebrations in between. Our savvy wedding planner will

be your go-to guy or gal, and conspire with the happy couple to whip up a celebration that will

be the talk of friends and family for years.

From intimate gatherings to traditional ceremonies to extravagant and whimsical themed galas,

the Vivanta by Taj team can do it all. Ensuring your special moment is simply perfect, and

leaving the bride and groom free to relax and enjoy it.

A wedding at Vivanta by Taj has it all banquets especially created for each ceremony, trendy

locales, lively entertainment and swanky accommodations for your guests.

Find the Vivanta by Taj hotel that's perfect for your wedding. Or, if you've already picked your

location, send in a Request for Proposal and we'll begin putting together a wedding plan. If

you've got more general enquiries on anything wedding-related, ask us by submitting a Request

for Information.

FEATURED LOCATIONS

While every Vivanta by Taj Hotel is beautiful, some are even more romantic than others. Let

us show you some of our guests' favourite locations for wedding festivities.

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SOCIAL OCCASIONS

Celebrations

Gatherings

SOCIAL OCCASIONS

Got a huge once-in-a-lifetime something to celebrate? Or a cool milestone to mark? Or a way

to turn an anniversary of a wonderful day into an occasion as special as the original was?

Count on Vivanta by Taj to make an event of it.

Find the Vivanta that's just right for your do. We've got locations that can be the perfect match

for any kind of get together - swanky city spots, exotic seaside venues, iconic places soaked in

history and culture. In settings that go all the way from cosy private corners to sprawling

courtyards to fun poolsides and rooftops.

If you've already picked your location, send in a Request for Proposal and we'll begin putting

together a catering plan. If you've got more general enquiries on anything related to social

event planning, ask us by submitting a Request for Information

Our event planners will help you plot and scheme to come up with the perfect place, the right

theme, and feasts and entertainment to match the mood. You'll get the best of both worlds - a

manic attention to every little detail and creative touches that will let you thrill and delight your

guests.

CELEBRATIONS

For those special celebrations that simply can't be left to the whims of the universe, put your

plans in the hands of Vivanta by Taj.

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GATHERINGS

Taj Hotels brings simple elegance to birthday parties, cocktails and any event that needs casual

flair.

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FOOD & WINE

Philosophy

Restaurants

Culinary Journeys

Celebrity Chef

GETTING FRESH WITH YOU.

Welcome to dining experiences that are always fresh, always surprising and pretty much

always as you like them.

 

We begin by turning the notion of 'mealtime' on its head. After all, the answer to the question

'To feast or not to feast?' should really be entirely up to you, shouldn't it? So, our dining

potpourri is catered for you - your schedule, your lifestyle, your taste. After all, your appetite

and mood should be the only things dictating when, on what and where you should feast.

 

When it comes to the menus themselves, farm fresh veggies and fruits, and meats and specialty

ingredients flown in from across the planet are transformed in our kitchens. By international

chefs always on the lookout for ways in which to delight and surprise your palette with unique

takes on traditional cuisines. We try to keep most preparations on-the-spot, so we can twist

them around to your liking in a jiffy.

 

You may think you know what to expect from these cuisines. And you will not be deprived of

traditional favourites - you will just be treated to a lot more besides. European fine dining finds

a modern twist at the likes of Graze. Asian specialty restaurants like, say, Tamari, go into 'why

not' mood, dishing up small-plate grills and stir-fries that don't exactly fit the "norm". And,

since there really isn't any one genre to describe the irresistible craziness of Indian cuisine, we

hunt and pick a few unique niches. Like royal Awadhi treats at Lucknow, coconut-infused

Konkan coast delicacies at Konkan Café or straight-from-the-ocean fishy feasts at Rice Boat -

a restaurant that mimics its namesake boat in look and feel. Then, there are our 'stars' -

signature bites or tipples that are the highlights at our bars and coffee shops. The freshness

doesn't just stop at the menus, though. It continues all the way to your table, with fun

presentations - like a barbeque on your table or a to-go meal box.

 

Here's another notion we pooh-pooh at Vivanta - the one that says anything that's delicious is

not healthy. We cater to your need for wellness cuisine by simply opting for healthier cooking

styles - like grilling and braising, say - and mediums - like olive oil. Yet, every ounce of yum

flavour is left perfectly intact. For, really, what would be the point otherwise?

 

Ready for a taste of something fresher? Come, dig in.

EAT THE WORLD.

Via vibrant restaurants and bars, Vivanta by Taj takes you on a culinary magic carpet ride

around the world.

 

Food and drink from different corners of Asia, the Continent and India is dished up in

ambiences that are as delightful as the fare. Splashes of colour, rustic touches doing a jig with

contemporary motifs, past and present blending in chic modern atmospheres, and distinct

music form your backdrop.

 

Funnily enough, the menus could very well be described the same way. Traditional cuisines

and cocktails are given cheeky twists and turns by adventurous chefs and innovative

mixologists and barmen who follow the credo 'surprise and delight' - you could call it the

Vivanta version of 'shock and awe'.

REDISCOVER THE SPICE ROUTE WITH TAJ HOLIDAYS!

South India, a coveted source of exotic spices since ancient times, has welcomed travellers and

traders for over 2000 years. And over the centuries - reflective of local geography, culture,

climate and influences conveyed through trade and conquest-myriad culinary traditions have

emerged in the region.

 

In a quest to bring you the quintessential cuisines and dining experiences of South India, Taj

Holidays, presents 'Rediscover the Spice Route', a unique journey into the rich culinary

traditions of Kerala, Tamil Nadu, Karnataka and Andhra Pradesh. This culinary journey will

take you on a delectable trail peppered with a choice of authentic cuisines, enjoyable dining

experiences and fascinating locales.

 

From authentic uttapams (savoury pancakes) to mouth-watering rasam(tamarind, pepper or

tomato infused soup), from aromatic Hyderabadi biryani(aromatic rice cooked with meat) to

Chettinad chicken (spicy aromatic chicken), and from the earthy cuisine of the proud Kodavas

to Mangalore's famed coastal cuisine, each dining experience will be a treat for the senses.

 

As you savour street food; palace and community feasts; enjoy plantation walks; visit colourful

spice bazaars; take scenic boat rides and drives by the coast; dine by the beach and at legendary

Taj restaurants, and attend special cooking demonstrations of traditional delicacies, the spice

route trail will leave you deeply enriched.

 

The stops along the culinary journey include:

Kerala - Vivanta by Taj Malabar, Cochin; Vivanta by Taj - Kumarakom; Vivanta by Taj -

Kovalam

Tamil Nadu - Vivanta by Taj - Connemara and Taj Coromandel, Chennai; Vivanta by Taj -

Fisherman's Cove, Chennai; The Gateway Hotel Pasumalai, Madurai

Karnataka - Taj West End, Vivanta by Taj - M G Road and Gateway Hotel on Residency Road,

Bangalore; The Gateway Hotel K M Road Chikmagalur

Andhra Pradesh - Taj Krishna and Taj Banjara, Hyderabad

 

'Rediscover the Spice Route', an incredible culinary journey, awaits you at the Taj hotels in

South India. We look forward to hosting you.

EXECUTIVE CHEF ANANDA SOLOMON

Executive Chef Ananda Solomon of Vivanta by Taj- President, is also Corporate Chef - Taj

Premium Hotels. He is an integral part of the team that created the Vivanta by Taj brand.

Chef Ananda, as he is fondly called is passion personified. Forever exploring new styles and

innovating to delight. Prior to launching Thai Pavilion in the early nineties, he spent months

discovering and experiencing Thai culture and cuisine in remote Thailand.

The accolades and many international awards that he has received make him one of the most

celebrated chefs in the Taj Group of Hotels. You'll see him hands on at Trattoria, Thai

Pavilion, Wink, Open and Konkan Café. Teaching, demonstrating skills and inspiring his team.

Many of his students are now celebrated Chefs in other Taj hotels.

Experience all that Vivanta by Taj stands for in Chef Ananda Solomon. Not only is he stylishly

spirited. His work has a vibrancy which challenges you to engage. Delighting you with small

surprises.

Simply put, Chef Ananda is the man with a 'fresh twist'.

JIVA

-The destination within

The philosophy of Jiva or “Innerforce” is inherently rooted in India’s ancient approach to

wellness. Inspired by ancient Indian healing wisdom, Jiva believes that a spa unfolds a holistic

path of life that opens out channels to nurture ones’ life force. Jiva Spas embrace a deep

understanding of mind, body and spirit: their individual needs and interdependency.

Rituals

India has always been loved for the way she treats her guests. Here at Jiva, we treat our guests

to the time-honoured rituals of welcome, greeting and farewell with which the country has

captured many a visitor´s heart.

The rituals at our spas reflect the essence of ancient Indian wisdom and culture. We greet our

guests with “Namaste” meaning “I bow to you” in Sanskrit - with our head bowed and hands

folded. It also has a spiritual significance of negating or reducing one’s ego in the presence of

another. The true meeting between people is the meeting of their minds. Hence “Namaste also

means “May our minds meet”. The bowing down of the head is a gracious form of extending

friendship in love and humility.

The foot bath has traditionally been performed as a sign of respect, before welcoming guests

over the threshold. We recreate this endearing ritual, washing our guests feet in a bath made

from essential oils, ginger and fennel.

THE FINANCE DEPARTMENT AT TAJ PALACE HOTEL UNDER IT HAS 10

SUB DEPARTMENTS

They are as follows

1. THE PURCHASE DEPARTMENT

2. THE RECEIVING DEPARTMENT

3. THE STORES

4. FOOD & BEVERAGE DEPARTMENT

5. INCOME DEPARTMENT

6. DAY AUDIT DDEPARTMENT

MR HARISH NYER

FINANCE DEPARTMENT

RECEIVING DEP STORES PAYROLL DEP

MR HARISH PANT

CREDIT DEP

MR HARISH PANDEY

MR SAFI

MHANI SING

PURCHASE DEP MIS/EDP DEP NIGHT AUDIT

DEP

MR PAUL

DAY AUDIT DEP

MR SAGAR

INCOME DEP F&B DEP

7. NIGHT AUDIT DEPARTMENT

8. CREDIT DEPARTMENT

9. PAYROLL DEPARTMENT

10. MIS/EDP DEPARTMENT

All these sub departments are very well connected and networked. There is an automatic cross

check of each and every transaction made in each sub department. Without the sub division of

the finance department it would have been impossible for this organization to function with

stability and effectiveness. As a result, the possibility of an error is minimized; and in any case

of error detection is systematized and easy.

INTER RELATED FINANCE SUBSIDIARIES

Pg44 must

PURCHASE DEPARTMENT

This sub department is concerned with making the purchases for the entire hotel.

The procedure is as follows:

· The respective department raises a purchase indent and sends it to the purchase department

· Contact Supplier (telephone, fax, and courier) and seek quotation from at least 3 different

suppliers

· Finalize deal with best quotation

· Procure as per quality standards and product specifications

· Documentation: copy of the purchase order is provided to the supplier, accounts, purchase

and receiving department

· Amendment and Cancellation of the Purchase Order, in case of any change in the quantity or

rate mentioned in the purchase order are made through mutual agreement between both the

parties (The hotel & vendor). A copy of the amendment is sent to the concern department for

follow up

· Signing authority for the purchase order: upto Rs. 5000/- is with the Purchase Manager, Order

amount between Rs.5000/- to 25000/- is required by the Purchase Manager and Area Financial

Controller (both), and any order amount above Rs.25000/- requires necessarily the signatures

of the Purchase Manager, Area Financial Controller and the General Manager.

RECEIVINGS DEPARTMENTS

This department is concerned with receiving the goods ordered by the purchase department.

The role of this department is to scrutinize the goods supplied at them for the specifications,

rates, quality and quantity. In case of any discrepancies between the purchase order and actual

goods received, the goods are returned and copies of documentation (sales return) sent to

supplier, purchase manager, accounts for reference and further correspondence.

Goods received from suppliers are categorized under 4 heads:-

· Grocery

· Meat

· Perishables

· Dairy

Other documentations required to be prepared are:

· A food and beverage bill (a bill accounting for the food and beverages, including

liquor receivables is prepared and amount raised against due to suppliers sent to

payables department.)

· Other Items (various other bills are sent to the stores, purchase and amount payable to

suppliers sent to payables department.)

Books maintained by the receiving department are:

· GRR (Goods Receiving Report): Incorporating the transaction for all engineering

goods, stationery, cutlery, linen, fuel, lighting etc. Copies of GRR are sent to concerned sub

departments.

· DRR (Daily Receiving Report): Incorporating the transactions of the following items:

fruits, vegetables, non-vegetarian food, dairy items, and all other perishable goods

received on a daily basis. Copies of the DRR are sent to respective kitchens, and Food

& Beverage Controls.

· Rejection Report: In case of rejections due to inferior quality by the kitchen or by the

receiving department, specifications and reasons for such rejection is documented in

this book. A copy of this report is sent to purchase department, and the other copy sent

to the kitchen.

· Inspection report: This report is made for some specific items like textiles, glass

wares, imported crockery, cutlery, silver wares, and other similar items.

STORES

The stores at Taj palace hotel is divided into 3 units:-

· Engineering Unit

· General Unit/ Food Unit

· Beverage Unit

The Engineering Unit maintains the inventory of sanitary fittings, electric fittings, enamel, and

computer accessories.

The General Unit maintains the inventory of daily items like cereals, flour, rice, ghee,

stationery etc. For e.g.: Nescafe Coffee, Tomato paste, Cadbury chocolates, Spices, Note

Books, Cake bases, and other stationery items (envelopes, letter heads, writing pads, pens etc.)

The Beverage Unit maintains the liquor inventory. For e.g.: Whisky, Beer, Champagne,

Tequila, Vodka, Rum, etc.

The Inventory Process at Taj palace hotel is as follows:-

· The material is transferred to the individual units after inspection by the receiving

department

· Each item received by the stores is entered on the individual computerized item card.

· All the departments (actual users of the purchased goods / site of consumption) raise

their requisition to the concerned stores to get the required items.

· Stores issues the material based upon the requisition and the availability of the items

· The item card in the computerized CARDEX system is used to pass the entry of the

material issued

· Stores also look after the stock to be returned and other adjustments if necessary and

it is made within the same day of the issuing date.

· A stock ledger is maintained which clearly states the items available in the stores and

also shows the worth of the total inventory

· If the stores fall short of any item they prepare a purchase indent and send it to

purchase department for the procurement of that particular item

· After receiving those items, the details of receiving is entered (date, item code and

quantity) in the ‘IN COLUMN’ of the CARDEX system

· A stock balance is conducted for all items at month end; the respective codes of items

present and values recorded in store ledger showing:

opening balance (+) receipts (-) issues = closing balance

· For the food and beverage inventory, physical check is also carried out from time to

time.

FOOD AND BEVERAGE DEPARTMENT

F&B is responsible for the management of the F&B operation of the Hotel. Other

responsibilities are as follows:

This department does the food and beverage (liquor) costing. Ensure that contribution

margins are maintained through containing the costs of item, by proper effective control

systems i.e. right quantity is purchased, right quality is received and appropriate/reasonable

procurement time is given.

• Responsible for maintaining all records including scheduling beverage inventory,

forecastingfood cost and maintaining the statutory records i.e. bakery excise and liquor excise.

It prepares 4 types of report:

· Daily Food Cost Report

· Raw Material Consumed Report (meat consumption, cafeteria consumption, mini bar

sales, banquets costing and sales, complimentary baskets, imported liquor costing,

tobacco cost etc.)

· Raw Material Costing Report

· Basic Excise Report: for bakery and confectionary items.

INCOME DEPARTMENT

This department looks after the income earned by the hotel through various activities (sales

restaurants, rooms, etc).This department gets a daily sales recapitulation (green sheet) in which

all the information relating to the revenue generated from room accommodation services; sale

of cigarettes, soft drinks, liquor; hotel expenditure tax; banquets; discounts allowed;

allowances; restaurants; etc. This department also deals with the tips issued to the stewards.

Tips are paid on a weekly basis, and pending tips are recorded by issuing receipts mentioning

amount of tip pending, steward name and details.

The sheet is given by the night auditor and is reconciled with amounts mentioned in the posting

journal.

This sheet contains bifurcated amount of sales from various sources in the hotel. On the basis

of the green sheet 2 types of reports are generated in the computer whose hard copies are

maintained namely:

· Sales journal: prepared on a daily basis and after 30 days closing of books takes

place, whereby the consolidated figure for the total sales for the 30 day period is made

as the final entry

· Daily report: Includes the summary regarding performance this year is measured

against last year’s performance and also against performance as per budget. This

analysis is done for each outlet of the hotel

· And used to prepare the marketing report.

2 kinds of ledgers maintained by this department are: CITY LEDGER and the GUEST

LEDGER.

City Ledger contains details of guest who have checked out of the hotel by clearing their dues

(partially or through credit, not yet received by hotel in cash from the respective banks)

Guest Ledger contains the details of records of those customers who have checked in and are

availing room facilities in the hotel.

CREDIT DEPARTMENT

The credit department is divided into different sub departments dealing with transactions

related to credits only. This department keeps a track of all the credit transactions taking place

in the hotel (such as credit card transactions: American Express, Visa Card, Master Card, Bob

Card, Can Card).The basic work of this department is to reconcile the amount mentioned in the

charge slips and posting journals for transactions. Charge slips are given to them on the daily

basis by the front office and the restaurants.

These are then segregated on the basis of the credit card being used for the payments. The

posting journal for transactions contains the amount for which payment was made through

credit cards in these charge slips and then compared with the amount mentioned in the charge

slips for that particular credit cards and reconciliation is made on the daily basis.

The other sub section makes the following reports:

· CITY LEDGER TO ACCOUNT RECEIVABLE TRANSFER

· TRANSFER A/R FOLIO TO A/R

· PAYMENT FOLIOS TRANSFER

· FILES FOR INTERNATIONAL TRAVEL AGENTS

· FILE FOR DOMESTIC TRAVEL AGENTS PAYROLL

PAYROLL DEPARTMENT

This department is responsible for making payments for sale and purchase of

materials/inventory by the hotel. There are 2 kinds of payments:

· Cash payments: Payments forwarded to suppliers of food and beverages, general

suppliers,

conveyance, stationery contractors, engineering goods, salary to employees, stipends to

trainees, salary to internal & external auditors

· Cheque payments: Payments given through cheque, e.g.: taxes like sales tax, service

tax luxury tax, custom duty, licenses, excise duty, payments to NDMC, rent to DDA,

etc

The total CF amount of Rs.10,50,000 is divided as Rs.50,000 to the project department

and Rs.10,00,000 to the General Cashier. The general cashier gives a part of the CF

received by him (known as imprest) to the front office; a portion used for foreign

exchange currency and coins given to the restaurants for emergency.

There is also a concept of RISK PURCHASES: Done by the purchase personnel in

case supplier is unable to provide the goods to the hotel at the stipulated time. As per

the annual rate contract with supplier, rates of each item ordered is predetermined and

fixed. So in cases of risk purchases due to the mistake of supplier, and failure to meet

order requirements by stipulated time, the difference of rate of items purchased from

open market and the negotiated rate offered by supplier as per contract is fulfilled by

the supplier. So the personnel can procure goods at a higher market price, excess cost of

procurement (amount paid in excess to the rate fixed with supplier as per annual

contract) is paid by supplier, along with cost of cartage. This difference amount is

recovered from supplier in future orders or adjusted in future payments.

5 kinds of books maintained in this department are:

· IVR (INTERNAL VOUCHER RECEIPT)

· GVR (GENERAL VOUCHER RECEIPT)

· JE (JOURNAL ENTRIES)

· CF (CONTIGENT FUNDS)

· RESTRICTED LICENSE FOR CURRENCY EXCHANGE (issued by the RBI,

without which no hotel has authority to exchange foreign currency)

AUDIT DEPARTMENT

(DAY AUDIT AND NIGHT AUDIT)

1. FOREIGN EXCHANGE DISPLAY BOARD:

To check the forex rates are updates on a daily basis on the display board as received

from the authorized dealer and in CLS including the rates for conversion of room rates

(Dollar applicable).

2. FRONT OFFICE:

A) Registration cards

· To check the information has been entered and verified.

· Check registered card entries in arrival departure register.

· Highlight and discrepancies in serial no.

· Check void registration cards (whether or not verified)

B) C-FORM

· RANDOM CHECK

· Check whether all formalities in case of foreigners.

· C-Forms have been completed and C-forms of the previous day have been sent to the

concerned authorities.

3. GUEST LOCKERS:

(Front office guest lockers): Check the guest locker cards and keys are available as per

policy

4. TAX EXEMPTION:

· Check all the exemption folios/bills are duly supported by exemption certificate.

· Check the tax exemption amount and tax type (i.e.) sales tax and luxury tax.

5. CHECK INCOME TAX REQUIREMENT:

· PAN number for any cash settlement above Rs.25000/- with proof

· Ensure complete address details mentioned on every folio.

6. INTERNAL CONTROL REQUIREMENT: GUEST LEDGER

Guest ledger figure should be arrived manually as explained below on a separate

register which should tally with the guest ledger figure of CLS/Day book. In case the

three way balancing is not tallied even after the other reports are tallied the night

auditor will do the force night audit to identify the difference with the financial books.

This difference has to be highlighted and resolved on the same day.

(FORMULA):-

Opening balance (i.e. closing balance of the previous day) + total cash sale of the

entire Hotel -F.O.Allowance - cash collection at front office - Transfer to city Ledger =

Closing balance for the day.

7. COMPLIMENTARY ROOM:

Check complimentary room authorization form as per policy and duly approved and

attached with second copy of registration card or filed separately.

8. FRONT OFFICE ALLOWANCE:

Check all allowances vouchers serial no. Check reasons for giving

discounts/allowances, check authorized by relevant authorities. Check bifurcation of

discount/allowances amount between various components like room F&B etc.

9. NIGHT AUDITORS REPORT:

Follow upon the issues highlighted by the night auditor.

10. SCANTY BAGGAGE:

Scanty baggage report to be checked and advance/preauthorization has been taken or

not. Highlight all discrepancies.

11. WASH AND CHANGE:

Check and report- no. of wash and change rooms and authorized by whom (ref. to

policy)

12. PAID OUT:

Paid outs at front office are as per policy procedure in respect of authorization and

guest signature should be strictly followed.

13. F&B:

RESTAURANT CHECKS

Check serial control i.e. Check control sheet for no. of all restaurant checks as per

format.

14. RESTAURANT VOID CHECKS:

All void checks must have authorization of the concerned manager or executive chef

DISCOUNT IN THE RESTAURANT:

All discount check must have authorization with the proper reason and duly approved by the

concerned manager or executive chef.

16. PENDING CHECKS:

Report all pending checks-refer to policy

17. BANQUET CHECKS:

To check banquet checks.

18. OTHER/GENERAL:

Bills on hold and disputed bills. All bills in hold should be report on daily basis-report as per

policy.

19. SPOT CHECKS OF CASH (OUTLET CASH-GENERAL CASH)

Conduct surprise /spot check of all outlets where the money is given or check

corresponding cash.

20. SPOT CHECK

Once in a week, Auditor will also do the spot check of the following area:-

· At front office.

· All outlets.

· Kitchen.

21. MINIBAR:

· Analysis of large allowances.

· Spot check in minimum six rooms to check the expiry date of the item stored in the

minibar.

· Check food store once a month for the expiry item.

· Travel Agent Comm. -- Payment as per policy to approved travel agents.

· Review the report of the night audit in respect of guest lockers and report any

deviation to controller.

22. Check all Local and STD calls reports with authorization.

MIS/EDP DEPARTMENT

Management of information studies is a department that looks after the flow of

information for the entire hotel. It maintains 8 records that are used by the following

departments: purchase, stores, receiving, accounts, and a copy for the supplier.

1. General Voucher Receipt: This book keeps a record of all cheque payments made by

guests

2. Internal Voucher Receipt: This book keeps a record of all transactions that are made

internally amongst the various divisions of Taj Palace Hotel.

3. Contingent fund: Taj Palace Hotel maintains a CF; a kind of suspense account.

4. Journal Entries: All provisional entries as well as rectification entries

5. Credit sheet: Maintains all records of payments received by the guest

6. Debtor ledger account: Maintains records of daily transactions of the guest regarding

food, beverages and laundry

7. Allowances account: Maintains records of all the discounts given to regular

customers or VIPS

8. A currency exchange licensor from government

The EDP (ELECTRONIC DATA PROCESSING) Department is responsible for

trouble shooting in the network (intranet) within the hotel. It has to look after the

following servers:·

. Computer Loading System

· Anti Server: for managing calls inter department

· Federal Computer System: for managing administrative and guest calls

· SQL Server: for maintaining employee payrolls

The EDP department takes a backup of information once in every 6 hours and is based

on the UNIX operating system. In case any department wants to send information to

any other department it is done through the EDP department.

COMPETITIVE ANALYSIS FOR VIVANTA

The statement is a Marketing Share Report of the top 12 business hotels in India.

The hotels taken into consideration in this report are the following:

ITC Maurya Hotel

Hyatt

Taj Palace hotel

Oberoi

Imperial

Hilton Trident

Le Meridian

Intercontinental

Park Royal

Grand

Radisson

Marriot

The report compares these 12 hotels based on following different parameters:

· Total number of rooms available

· Occupancy percentage rate

· Average Number of rooms occupied per day

· Gross Average Room Revenue

· Annual Market Share Percentage

· Revenue Per Available Room (Rev PAR)

· Revenue Share amongst its competitors

· Value Indexing based on Rev PAR

· Value Index Ranking

RESEARCH METHODOLOGY

The study required a detailed understanding of each functional department of Taj Palace Hotel.

Followed by an explorative study to identify red alert areas in terms of high cost incurred or

non-revenue generating expenditure.

Areas chosen for detailed analysis were:

Allowances, major sources of allowances and strategies to reduce it

Analysis of the method of cost control measures.

A competitive analysis to gauge the hotels performance vis a vis other hotels in Delhi

The membership scheme of the Taj’s and the revenue from the member compared to

walk in customers.

The methodology followed in the initial phase was primarily explorative and thereon

descriptive in nature. The data used in the analysis was collected through primary research and

there was no published data available for the same.

The data used for our analysis was collected through primary research from various functional

areas: stores, purchase, food & beverage department, credit department, day audit, night audit

department.

Quantitative techniques used for competitive analysis are as follows:

1. Rev Par (revenue per available room) = Total revenue earned in a year

Total available nights in a year

2. Gross ARR (gross average room revenue) = Revenue earned from a room in a day

Total room nights sold per day

3. Occupancy Rate = (Total room nights sold) *100

Total room night available

4. Value Index = Rev par of Taj Palace Hotel *100

Rev Par of Industry (hotels in Delhi)

FORMULAES USED FOR ANALYSIS

1) Rooms per day= Total no. of room nights sold in a year

365

2) Gross ARR=Total amount of revenue earned from the rooms per day

No. of room nights sold per day

Here, ARR = Average Room Revenue

3) Rev PAR=Total amount of revenue earned from rooms in the hotel

Total no. of rooms available in the hotel

Here, Rev PAR = Revenue per available room

4) Value index= Rev PAR of the Hotel

Rev PAR of the City

THE MARKET ANALYSIS

The report also compares the progress of the hotels to their performance in the previous

year by the means of GOLY (Growth Over Last Year).With the help of this report the

standing of Taj Palace Hotel in the business hotel industry can be clearly inferred.

ROOMS OFFERED

The first main column in the report gives the total number of rooms offered by all the

hotels. The total number of rooms is given for the current year (TY=this year) as well

as for the previous year (LY=Last

Year).Also given here is the growth in the number of rooms over last year in

percentage terms (GOLY

%). In this regard it can be seen that only Taj Palace and the Hyatt offered rooms in

excess of 500 in number till last year. On the other end of the spectrum is the Trident

which offers only 136 rooms.

It can be seen that Taj Palace Hotel has decreased the number of rooms from 515 in

2008-09 to 484 in

2009-10 resulting in a GOLY% of -6%.There were two reasons behind the reduction in

the no. of rooms in Taj Palace Hotel. Firstly the hotel clubbed rooms together to offer

bigger rooms. For instance 8 rooms were clubbed together to construct the Grand

Presidential Suite for visiting foreign dignitaries. Secondly many rooms were put under

renovation. All the other hotels considered in the report did not make any changes in

the number of rooms offered by them. It was only because of this change made by Taj

Palace Hotel that for the total market GOLY turned out to be -0.70%.

The total number of rooms in the market changed from 4299 in 2008-09 to 4268 in

2009-

10. The second main column in the report deals with Occupancy Percentages in the hotels. This

data is also given for the present year and the previous year, along with the GOLY. For the

entire market occupancy rates increased from 76% to 78% resulting in a GOLY figure of 2.8%.

The entire hotel industry in India witnessed growth in occupancy rates because of the booming

Indian economy with GDP growth of 8.1%. India attracted a lot of Foreign Direct Investment

(FDI) and this resulted in a lot of foreign business travelers coming to India. Taj Palace Hotel

being a business hotel also reported higher occupancy rates.

For Taj Palace Hotel it can be seen that the occupancy rates have increased from 75% to 78%

resulting in GOLY of 4%.Some hotels like the ITC Maurya, Le Meridian and Radisson show

negative GOLY figures indicating a decrease in their occupancy rates over the previous year.

The Grand and theIntercontinental show the biggest GOLY figures at 14.5% and 9.4% resp

ectively.

ROOMS PER DAY

The third main column in the report is titled Rooms per Day. These figures are obtained

for a particular year by dividing the total number of room nights sold in a year divided by the

number of days in a year i.e.365 days.

For Taj Palace Hotel the figure for rooms per day decreased from 386.25 to 377.52 resulting in

a GOLY of only -2.3% inspite of the fact that there was a 6% decline in the total no. of rooms

available. This was due to an increase in the occupancy rates.

ITC Maurya hotel and the Marriot also showed negative GOLY figures. The best performers

with respect to GOLY figures were again the Grand and the Intercontinental with 14.5% and

9.4% respectively because of new promotional packages for lean period. For the total market

the rooms per day increased from 3267.24 in the previous year to 3329.04 in the current year

with GOLY of 1.9%.

GROSS AVERAGE ROOM REVENUE

The next main column in the report deals with Gross ARR (Average Room Revenue). For the

total market there is a positive trend in this trend as the Gross ARR increased from Rs. 5542 to

Rs. 7667 resulting in GOLY of 38.3%.Taj Palace Hotel’s Gross ARR jumped from Rs. 5999 to

Rs. 8078 resulting in GOLY of 34.7%.

The maximum increase in Gross ARR was reported by the Park Royal, Grand and Radisson at

55.5%, 52.2% and 52.1% respectively. In the previous year Average Gross ARR for the entire

industry was Rs5635. Taj Palace’s Gross ARR was Rs. 5999-6% more than the industry

average.

In the current year Average Gross ARR for the entire industry was Rs7851.Taj Palace’s Gross

ARR was Rs. 8078 in this year, 2.8% more than the industry average. Hence Taj Palace’s

position has slightly worsened in this regard. The Hyatt in comparison had its Gross ARR

11.4% less than the industry average last year and 12.8% less in the current year.

ANNUAL MARKET SHARE

The next main column is titled Annual Market Share and deals with the proportion of the total

number of rooms nights sold in a year by the entire industry that are sold by a particular hotel

in that year. For Taj Palace Hotel the market share declined from12% in the previous year to

11% in the current year resulting in GOLY of -8.3%. The Le Meridian also reported decline in

their market shares by 12.5% and 11.1% respectively. On the other hand the Trident and Hyatt

showed increase in market shares by 33.3% and 8.3% respectively.

REVENUE PER AVAILABLE ROOM

The next main column deals with Rev PAR (Revenue per available Room) .For Taj Palace

Hotel Rev PAR increased from Rs. 4520 in the previous year to Rs. 6289 in the current year.

This increase can be explained in part by the fact that Taj Palace Hotel has decreased the

number of rooms from 515 to 484 the industry average Rev PAR stood Rs 4124 in the last year

and Rs 6245 in the current year. Hence Taj

Palace’s lead over the average industry Rev PAR declined from 9.41% last year to less than

1% in the present year. For the entire market Rev PAR increased from Rs 4205 to Rs 5982.

The next column tabulates the Revenue Share of each hotel. It deals with the proportion of the

total revenue earned by the entire market in a year that is earned by a particular hotel in that

year.

VALUE INDEX

In order to compare the hotels, a Value Index was calculated for each hotel. The Value Index

was calculated in the following manner:

It can be seen that for Taj Palace Hotel the figure has increased from 107.4 to 109.3 with a

GOLY of 1.8%.With the Value Index calculated, the hotels were ranked on basis of their Value

Index figures. Taj Palace’s ranking as no.4 has remained the same over both the years. There

has been no improvement in this regard. The Imperial’s performance with respect to these

categories has been excellent as it has retained its no.1 ranking in both the years

A REPORT ON VARIOUS ALLOWANCES AT VIVANTA

ALLOWANCES

One major source of non -revenue generating expenditure at Taj Palace Hotel is rooted from

high issue of allowances. Allowance Bills are passed as per company policy in the following

cases:

Guests Disputes and any discrepancies arising with regards to consumption of

food/liquor/other facilities provided by the hotel

Guests complaints with regards to unsatisfactory service

Unaccountable consumptions

Guests leaves hotel premises without payment of bill, such as without formal check out

Discounts and EDMs passed with reference to special sales, sales under any schemes,

sales during happy hours, membership schemes, internal sales, dignitaries or customers

entitled to such discounts

Complementary sales or items not chargeable are charged as allowances, e.g.: food

unsatisfactory so entire dish was made complementary and free cake was given to

customer to maintain goodwill

Allowances passed against mini-bar disputes

Travel agents’ commissions against bookings of rooms is passed as allowance

Internal sales not charged to company but charged as allowance

Bank fees against certain credit payment facilities are raised as allowances

The analysis of sum total of allowances passed at Taj Palace Hotel, during the year 2009-10

brought forth shocking results. The amount of such allowances was as high as Rs.81,950,303/-

The breakup is given in the following section in detail.

TOTAL FRONT OFFICE ALLOWANCE 21,298,134

TOTAL BACK OFFICE ALLOWANCE 60,652,169

GRAND TOTAL OF ALLOWANCE

DURING 2009-10

81,950,303

LIST OF ALLOWANCES GIVEN TO THE GUESTS UNDER VARIOUS MEMBERSHIP

SCHEMES (SERVICE DESIGN)

Difference in Luxury Tax to be borne by hotel

Luxury tax exempted to high commission & embassies

Hotel to bear the charges, hence allowance passed

Laundry complimentary, as per system design

Room rent wrongly charged to the guest, hence allowance passed

Entire stay complimentary as per special billing instruction, ref GM

Welcome award scheme for the period from 1st to 10th Oct.09

Welcome link scheme for the period from 1st to 10th Oct

Jet privilege scheme for the period from 1st to 10th Oct

Allowance for laundry complements as per system design

2.75 % discount given on Amex card

1.28 % discount given on Master Visa card

1.02 % discount given on ICICI card

1.25 % discount given on Citibank M/Visa Card

2.25 % discount given on Citibank Card

Entire stay Complimentary as per complimentary voucher

Tax exempted as per internal audit

VAT Tax to be absorbed as per internal sale

Allowance for laundry as per standing instruction

25 % to ETVP discount as per scheme

FRONT OFFICE ALLOWANCE REPORT

ANALYSIS OF FRONT OFFICE ALLOWANCES FOR THE YEAR 2010-11

ROOMS

F&B

LAUNDRY

LIQUOR

OTHERS

TELEPHONE

0 10 20 30 40 50 60 70 80 90

The major part of front office allowance is against rooms (Rs.8.13crore ) as is clearly indicated

by the graph; closely followed by food and beverage allowances (Rs. 6.04 crore).The major

factor for such high allowances is guest disputes and complaints regarding service quality etc.

Laundry, Telephone, Discounts from another set of major source for allowances in the front

office. Here discounts refer to all such deductions or allowances passed while billing with

respect to various memberships or promotional schemes offered at the hotel to its customers.

The allowance from the category “Others” includes discounts/deductions/waive offs if any on

charges such as internet connections, beauty parlor etc.

FRONT OFFICE ALLOWANCE AGAINST

ROOM CHARGES

APRILM

AYJU

NE

JULY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBUARY

MARCH

0

2

4

6

8

10

12L

AK

HS

The above graph refers to all the allowances passed at the front office regarding room charges

and billings. These include deductions or waive offs on the room charges in cases of customer

dissatisfaction with room services, disputes, complaints, errors committed at the time of billing

(such as excess charged). The graph shows higher amounts passed as allowances in the months

of October (Rs.993189) and February (Rs.1002073).

64

FRONTOFFICE ALLOWANCE AGAINST FOOD & BEVERAGE CHARGES

APRILMAY

JUNE

JULY

AUGUST

SEPTE

MBER

OCTOBER

NOVEMBER

DECEM

BER

JANUARY

FEBUARY

0

1

2

3

4

5

6

7

8

The above graph refers to front office allowances against food and beverage. Such allowances

are passed in the form of any waive offs or deductions in the billings in cases such as customer

complaints, dissatisfaction with service at the restaurants, room service, Café. The discretion

for amount of allowance so passed is held by the general manager. As per the graph the

allowances in the months of June (Rs.709468) and September (Rs. 680879).

65

FRONT OFFICE ALLOWANCE AGAINST

LAUNDRY CHARGES

APRILMAY

JUNE

JULY

AUGUST

SEPTE

MBER

OCTOBER

NOVEMBER

DECEM

BER

JANUARY

FEBUARY

MARCH0

50000

100000

150000

200000

250000

The above graph refers to front office allowances against Laundry services. Such allowances

are passed in the form of any waive offs or deductions in the billings in cases such as customer

complaints, dissatisfaction with house keeping with respect to laundry services, denials

towards usage of such services. The discretion for amount of allowance so passed is held with

the assistant finance manager\ and the general manager. As per the graph the allowances in the

months of June (Rs. 211362), July (Rs. 192022) and August (172682).

66

FRONT OFFICE ALLOWANCE AGAINST

LIQUOR CHARGES

APRIL

MAY

JUNE

JULY

AUGUST

SEPT

EMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBUARY

MARCH

0

2

4

6

8

10

12

14

16

18

The above graph refers to front office allowances against Liquor charges or billings. Such

allowances are passed in the form of any waive offs or deductions in the billings in cases such

as customer denials regarding consumption, discrepancies with respect to billing amount etc.

The discretion for amount of allowance so passed is held with the restaurant manager, assistant

finance manager and the general manager. As per the graph the allowances in the months of

July (Rs.142963), August (Rs.172964), and September (Rs.168014).

67

FRONT OFFICE ALLOWANCE AGAINST

TELEPHONE CHARGES

APRILM

AYJU

NEJU

LY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBUARY

MARCH

0

0.5

1

1.5

2

2.5la

kh

s

The above graph refers to front office allowances against Telephone charges or billings. Such

allowances are passed in the form of any waive offs or deductions in the billings in cases such

as customer denials regarding consumption, discrepancies with respect to billing amount etc.

The discretion for amount of allowance so passed is held with the restaurant manger, assistant

finance manager and the general manager.

As per the graph the allowances in the months of July (Rs.142963), August (Rs.172964), and

September (Rs.168014).

68

FRONT OFFICE ALLOWANCE AGAINST

MISCELLENOUS CHARGES

APRIL

MAY

JUNE

JULY

AUGUST

SEPT

EMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBUARY

0

1

2

3

4

5

6

LA

KH

The above graph refers to front office allowances against miscellaneous services. Such

allowances include all such waive offs/ deductions under the category of “others” such as

internet services. The graph shows September (Rs. 532422) as the month for the highest

allowances due to poor internet services. The regular internet charges offered at the hotel is

Rs.800 per hour. But frequent complaints regarding service quality and speed were received

since the launch of the service. That why almost 8.6 % of the total front office allowances is

through internet services.

FRONT OFFICE ALLOWANCE AGAINST

MINIBAR CHARGES

APRILM

AYJU

NEJU

LY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBUARY

MARCH

0

20000

40000

60000

80000

100000

120000

140000

160000

The above graph refers to front office allowances against Mini Bar charges or billings. Every

room in the hotel offers a liquor counter known as a Mini bar. This is like a private bar for each

room. The items offered in the Mini Bar include alcohol, soda based drinks, sugar based

drinks, Potato wafers, fresh fruits, nuts, juices etc. The house keeping in charge for the

respective hotel floor has the responsibility for checking mini bar consumptions and refilling

when required. Each time the customer leaves the room, or at time of checkout

FRONT OFFICE ALLOWANCE AGAINST

VARIOUS DISCOUNTS

APRILM

AYJU

NEJU

LY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBUARY

MARCH

0

500000

1000000

1500000

2000000

2500000

3000000

The above graph refers to front office allowances against various other discounts raised with

respect to promotional or marketing schemes. These include discounts given under ETPV,

Welcome Awards and other temporary/seasonal membership schemes launched for sales

promotion. This category of allowance referred to discounts is actually of a different nature

(part of the service design): in the sense that it is fixed in nature and can’t be avoided as comes

as part of a scheme. The trend observed in the graph above is purely co-incidental. Higher

discounts in months such as August, September and October is simply because of more traffic

flow in the hotel, especially for business purpose.

ANALYSIS OF BACK OFFICE ALLOWANCES

TOTAL BACK OFFICE ALLOWANCE FOR

THE YEAR 2010-11

ROOMS

F&B

LAUNDRY

LIQUOR

TELEPHONE

OTHERS

0 5 10 15 20 25 30 35 40

Amount (in million Rs.)

The major part of BACK OFFICE allowance is against rooms (Rs.35.69 million), almost as is

clearly indicated by the graph; followed by food and beverage allowances (Rs. 14.5 million).

BACKOFFICE ALLOWANCE AGAINST ROOM

CHARGES

APRILM

AYJU

NEJU

LY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBUARY

MARCH

0

50000

100000

150000

200000

250000

300000

350000

400000

Highest allowance for room was passed in February, closely followed by December and

August. This could be attributed to the fact that the occupancy rate was nearly touching 96%

during these months.

Due to which discounts and deductions were on the hike. As evident, months that fall in the

lean season of the hotel industry (April, May, June, and July) show low sales, low occupancy

rates. It can be hence established from the graph that allowance trends match with sales trends

of the hotel. In other words, months showing higher sales show higher allowances.

BACK OFFICE ALLOWANCE AGAINST FOOD

& BEVERAGE CHARGES

APRILM

AYJU

NEJU

LY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBUARY

MARCH

0

200000

400000

600000

800000

1000000

1200000

1400000

1600000

1800000

2000000

Highest allowance for food and beverages was passed in January and February. It can be hence

established from the graph that allowance trends match with sales trends of the hotel. In other

words, months showing higher sales show higher allowances.

BACKOFFICE ALLOWANCE AGAINST

LIQUOR CHARGES

APRILM

AYJU

NEJU

LY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBUARY

MARCH

0

500000

1000000

1500000

2000000

2500000

Rs.

Highest allowance for liquor was passed in January and February. It can be hence established

from the graph that allowance trends match with sales trends of the hotel. In other words,

months showing higher sales show higher allowances.

BACKOFFICE ALLOWANCE AGAINST

LAUNDRY CHARGES

APRILM

AYJU

NE

JULY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBUARY

MARCH

0

200000

400000

600000

800000

1000000

1200000

1400000

1600000

1800000

2000000

Highest allowance for laundry was passed in January and February. It can be hence established

from the graph that allowance trends match with sales trends of the hotel. In other words,

months showing higher sales show higher allowances.

ANALYSIS

As per the above graphical interpretations, it can be established that months showing higher

sales and occupancy have higher allowances. The research brings forth the fact that most

allowances can be broadly attributed to two main sources or factors. These are:

Factors resulting in allowances that fall under service design

Factors other than those that don’t fall under service design (such as guest complaints,

disputes, errors in billings, deductions made on special requests, disputed bills, non-recovery of

payment/ debts, luxury tax borne by the hotel, breakfast tax disputes, difference in bills due to

up-gradation of rooms, poor service, mismanagement on part of the hotel etc)

The bifurcation is done in the following section.

SERVICE DESIGN:

1. Bank Fees

2. Travel Agent Commission

3. Taxes

4. Welcome Awards

5. ETVP schemes & membership schemes

ALLOWANCES OTHER THAN SERVICE DESIGN:

1. Guest Complaints

2. Disputes

3. Complementary Sales

4. Employee/Staff errors (wrong Billings)

5. Over Charging

6. Change of room due to complaints, noise

7. Poor service, facility (Guest Complaints/Disputes)

8. Mini Bar disputes

9. Over Charging

10. Change of room due to complaints, noise

11. Poor Internet services Billing errors

78

BREAKUP OF ALLOWANCES FROM VARIOUS SOURCES FROM

THE BACK OFFICE (non-deductible allowance)

TOTAL REPORT ON BACK OFFICE ALLOWANCE FOR 2009-10

ROOMS F&B LAUNDRY LIQUOR TELEPHONE OTHERS

APRIL 3,200,123 937,083 50,446 175,977 52,077 162,094

MAY 2,894,400 1,140,688 87,496 157,171 40,478 364,349

JUNE 2,674,782 1,146,763 488,120 150,185 276,489 34,609

JULY 2,721,769 1,004,846 535,651 193,082 37,888 158,374

AUGUST 3,387,432 1,101,892 416,221 156,207 258,648 27,679

SEPTEMBER 2,536,372 1,076,614 482,049 292,533 200,987 51,207

OCTOBER 2,746,470 1,177,985 299,441 194,793 267,076 14,320

NOVEMBER 2,809,805 1,020,693 406,516 212,870 144,150 63,532

DECEMBER 3,601,061 1,754,729 228,476 269,335 297,140 76,854

JANUARY 3,021,073 1,909,530 237,719 286,152 230,086 30,214

FEBRUARY 3,757,640 1,353,403 230,359 262,016 432,600 20,001

MARCH 2,347,822 878,245 132,152 188,704 21,913 1,054,512

TOTAL 35,698,748 14,502,471 3,594,647 2,539,023 2,259,534 2,057,747

GROSS

TOTAL 60,652,169

79

As per the data, the total allowance arising for the year 20010-11 from back office is

Rs.6,06,52,169.

This includes allowances passed as part of service design as well as other factors (other than

those falling under service design). This figure (Rs.6,06,52,169) excludes discounts under

various schemes (ETVP) although they are treated as service design since they are fixed in

nature. The portion of service deign allowances that are unavoidable and variable are included

in this figure (Rs.6,06,52,169)

Total reducible allowance from back office = Rs. 22,591,114

BACK OFFICE ALLOWANCES 2010-11

OTHER THAN SERVICE DESIGN

MONTHS GUEST COMPLAINTS COMPLEMENTARY

APRIL 208,239 915,933

MAY 513,754 915,566

JUNE 606,667 1,033,073

JULY 623,866 787,016

AUGUST 1,006,474 1,222,496

SEPTEMBER 202,359 847,991

OCTOBER 150,735 1,605,611

NOVEMBER 255,024 852,816

DECEMBER 448,190 1,324,062

JANUARY 792,227 896,973

FEBRUARY 909,463 610,673

MARCH 976,642 4,885,266

TOTAL 6,693,639 15,897,475

REDUCABLE ALLOWANCE 22,591,114

TAJ PALACE HOTEL

FRONT O FFICE ALLOWANCES FOR THE FY 10-11

CATEGORY MONTHS DISCOUNT

APRIL 85252

MAY 106852

JUNE 77807

JULY 194882

AUGUST 246885

SEPTEMBER 173571

OCTOBER 84842

NOVEMBER 63082

DECEMBER 46547

JANUARY 32958

FEBUARY 126874

MARCH 61049

TOTAL 1300602

Total reducible allowance from front office = Rs. 1,30,06,02.

COMPUTATION

Total back office allowance 6,06,52,169

Less: allowance due to service design

Bank fees 2,23,29,414

Travel agent commission 49,92,817

Welcome awards (discounts) 93,63,241

Others 13,75,583

3,80,61,055

2,25,91,114

Hence, the balance allowance of Rs. 2,25,91,114 we have reducible allowances in the form of

Complementary Sales and Guest Complaints. Both areas can be worked upon to eliminate

episodes of error and disputes.

Total front office allowance 2,12,98,134

Less: discounts 13,00,602

Reducible allowance 1,99,97,532

GROSS REDUCIBLE ALLOWANCE FROM FRONTOFFICE & BACKOFFICE

= 1,99,97,532 + 2,25,91,114

= Rs. 4,25,88,646 per annum

CONCLUSION

The report attempts to shed light on areas where cost can be reduced and strategies to enhance

efficiency of operations. The issues taken up in this report reveals the following:

ALLOWANCE:

Deductible allowance amounted to Rs. 4,25,88,646 per annum. Assuming reductions in such

allowances through minor improvements in service and other areas as recommended will be an

add on to profit by am amount of 1.5 to 2 crores.

Recommendations

A. Focus on Walk in Customers as well as members. As our profitability would increase

considering the fact that 93% of total sales generated comes from walk in customers.

B. Reduce customer complaints that currently stand at Rs.6,693,639. This can be done by

adequate training to employees at front desk and room service.

C. Installation of Wi-Fi system in hotel premises for better connectivity. This will reduce

internet lease rent paid (Rs.80 per hour) by Taj palace Hotel and complaints from

customers regarding poor service. Moreover current internet charges are at Rs.800 per

hour to customers. Having a Wi-Fi system will bring down these charges, making

internet facility cheaper at the hotel.

D. Mini Bar is an added expense to the hotel where guest disputes are common. Effective

management and strict control over consumptions can reduce expenses.

E. Intensive training can be given to trainees.

FUTURE SCOPE FOR STUDY

The future scope for study on operations of the hotel is immense. The report is limited only to

the finance department, analysis on allowances. It does not look into other functional divisions

of the hotel where such cost control measures can be taken. I have identified other key areas of

the hotel such as Body essence, the beauty parlor at the hotel. These areas have certain

operational inefficiencies in terms of inventory management and engineering problems (poor

music system backup, poor air conditioning, lack of adequate drinking water facilities,

inadequate records of stock procurements and allotment). These are minor issues but cause

much dissatisfaction to customers and inconveniences to staff. Further studies in this area

could reveal cost effective measures for attending to such issues at Body essence and also at

other outlets of the hotel.

Also a further marketing report can be prepared on the basis of investigation of non- member

profile and study potential of conversion of non- member to members.

PROJECT LIMITATIONS

1. Lack of familiarity with hotel management styles and techniques. It took me an entire

month to understand the functionalities and processes adopted before I could suggest

improvements.

2. Time limitations in terms of duration of my training at. Given more time there would be

greater opportunities for further cost cutting measures.

3. This report is restricted to areas of concern to the finance department ( food & beverage

department). Other functional areas such as HR, Training, Engineering, Housekeeping,

Butler

4. Services, Security, Foreign Exchange, Front Desk, etc are not covered in the study due

to lack of exposure.

Bibliography

www.indiainfoline.com

www.Tajpalacehotel.com

Audit department, Taj Palace Hotel

Credit department, Taj Palace Hotel

www.fhrai.com

Taj head office

88

CHAPTER III

PRESENTATION OF DATA AND ANALYSIS

Presentation of data (primary and secondary data) and analysis may be divided into one or

more chapters depending upon your requirements and convenience. The student should give

appropriate title for each and every chapter. Sources must be quoted for both the literature and

the secondary data presented in these chapters as footnotes in the respective page itself. The

data collected by the student are to be classified, tabulated, critically analyzed and reported in

this section. Quantitative techniques shall be tabular form/graphical form/diagrams/other

statistical tools like average, measures of dispersion, correlation co-efficient, etc…

Sources of data

Sample size, if any

Methods of data collection

Instrument used

Tools and techniques of analysis

CHAPTER IV

FINDINGS, CONCLUSIONS AND SUGGESTIONS

This is important chapter; major findings of the study based on data analysis must be presented

in a summarized form in this chapter. There must be correlation between objectives and

findings. Based on the findings, you have to draw conclusions and make suggestions and

present them in this chapter.

WHAT GOES INTO AN ANNEXURE

A. Supplementary & Secondary Reference

B.

Questionnaires & Letters

Original data (Excel sheets etc.)

Long Tables

Schedules or forms used in collecting data

Information from Internet/ Published sources

Information from Industry /Firms

CV of student

HOW TO WRITE BIBLIOGRAPHY

Books:

i. Author(s) e.g. If Author name is Stephen Robbins, then it will be written as

Robbins Stephen.

ii. Title, Place of Publication, Publisher, Date (year) of publication, Number of

pages referred from “-------to-----“

Magazine & Journals/ Newspaper

i. Author(s), Title of-----------, Volume Number, Serial Number, Date of issue,

Page number

Internet:

i. Name of the site, Article Name, Name of the Author, date of the site visited