The Taj Touch

An Interview with Raymond N. Bickson, Managing Director, Taj Hotels Resorts and Palaces

EDITORS’ NOTE Raymond Bickson across both domestic and international Many hotel groups today have placed a began his career at the Hilton traffi c have also shown sharp signs of major emphasis on offering high-end spa/ Berlin in 1973. Following world- recovery. as of august 2009, domes- fi tness facilities. How much of a focus has wide managerial postings, predom- tic traffi c grew by 22 percent yoy and this been for Taj Hotels? inantly with Regent International international traffi c grew by 6 percent yes, a distinguishing spa concept is the usp Hotels of Hong Kong and Monaco’s yoy. Keeping all these trends in mind, of any hotel brand across the world. in 2003, Rafael Group, he joined The Mark we expect that travel and tourism in before other indian hotel chains had made this in New York in 1988, where he india will show satisfying levels of a priority, we conceptualized our own in-house served as Vice President and growth going forward. brand, Jiva. as an indian hotel company in a General Manager until assuming What new developments is Taj land rich in culture, tradition, and the bedrock his current post in 2003. Bickson planning? of asian healing traditions, we decided to capi- studied in Berlin, Paris, Lausanne we have extensive development talize on an untapped market idea. (Switzerland), and at Cornell and Raymond N. Bickson plans across india. in a short while, we Jiva is unparalleled in the global spa indus- Harvard Universities. will be opening the iconic Falaknuma try. this award-winning spa brand not only of- palace hotel, which is the fourth luxury palace fers unique indian spa treatments, but our oils COMPANY BRIEF Mumbai-based Taj Hotels property operated by the taj group in india; and blends are composed of handpicked organic Resorts and Palaces (www.tajhotels.com), rec- we have extensive plans for our vivanta brand ingredients, especially created for Jiva from a ognized as India’s largest and fi nest hospital- of hotels, with three vivanta projects ongoing in botanical source, free from parabens and petro- ity chain, was founded in 1903. Owned by the delhi – one in bangalore, one in coimbatore, chemicals, and not tested on animals. treatments Tata Group, it consists of more than 60 prop- in bekal and in pondicherry; and two more are offered at Jiva spas using unique products erties located throughout the subcontinent, as vivantas are in the pipeline in guwahati and made from pure indian herbs, exclusively hand- well as in southern Asia, the Middle East, Africa, amritsar. there are extensive development blended indian aromatherapy oils, natural creams, New York, Boston, and London. In addition to plans for the gateway brand as well, growing and special ingredients, each having its own dis- its luxury hotels in India (several of which are through management contracts. several man- tinct attributes. our spa linen and clothing use members of The Leading Hotels of the World), agement contracts have already been signed for natural fi bers, organic cotton, silk, and wool that the group operates business hotels, palace hotels, the gateway properties across india. are dyed by directly immersing them in herbs. beachfront resorts, and garden retreats. internationally, the focus on growth contin- the natural cottons are sun-bleached. our entire ues. the company will soon be launching a new line of pottery is toxin-free and completely eco- How has the global economic downturn luxury hotel in cape town. management con- friendly, handmade on a potter’s wheel. every affected the travel and tourism business in tracts have been signed and design progresses for product used in our spa brand is bespoke. India? its new properties in doha, dubai, beijing, and As you look to 2010, what are the key the global downturn led to a drop in tour- hainan island. the company’s new taj exotica priorities that you are focused on for the ist arrivals in the fi rst half of 2009, and all play- project in phuket is slowly taking shape and a brand in order to make sure that you retain ers have been impacted. however, the recent mock up room has been undertaken. we also your leadership position in the industry? months do show a slow but defi nite revival, al- have management contracts in abu dhabi, ras al our focus is to roll out the new brand archi- though the economic diffi culties will continue to Khaimah, and tangiers, and are in active negotia- tecture, which will clean up the taj hotels resorts affect where and how people will travel and stay. tions for properties in egypt and marrakech. and palaces portfolio and lay down the relationship the current trend of downgrading of airlines and You recently re-launched The Pierre in between the parent brand and all other brands in hotels will continue. companies will continue to New York after a major renovation. Would the portfolio in a clear and cohesive fashion; to look for ways to cut costs, which will have an you provide an overview of the property? further strengthen the brand in key international impact on our business. customer priorities have the pierre is our fl agship luxury hotel in the markets, like the u.s., u.K., europe, and others; undergone a change with this economic crisis international market. as per our strategy of getting to deliver unique experiences and brand promise and their concerns are more personal, emotional, into the international markets only with luxury across all hotels, both for a leisure and business and ethical. as hoteliers, we need to realign in brands, the pierre plays a signifi cant role in the traveler, as increasingly, the customer has less time order to address these needs. luxury positioning of the taj in one of our most and more expectations; and to offer sharply differ- the outlook for the future is positive, and important source markets – the u.s. First opened entiated products across various market segments most companies are once again actively planning in 1930, this iconic beaux arts fl agship property in order to be able to tap into the growing upper for the long term. the foreign tourist arrivals, of taj reopened on June 1st, 2009, following an upscale and upscale segments, as well as to pro- which had dropped post-november 2008, actu- impressive investment in renovation of over $100 vide a product that is relevant and differentiated on ally witnessed a one percent year-on-year (yoy) million. the brand is focused on creating unique the basis of the psychographic profi le and needs of growth in July 2009. although the trend has re- and impeccable moments for guests, which bal- the new evolving customer.• versed in subsequent months due to the h1n1 ances the very best of traditional and contempo- scare, the pace of deceleration has slowed and rary indian hospitality to create unique experiences Vivanta by Taj – Whitefi eld, Bangalore lobby (left); we fi nd this very encouraging. air traffi c volumes and life-long memories for all guests. Taj Cape Town (right) 102 Leaders posted with permission. copyright © 2010 leaders magazine, inc. volume 33, number 1