Positioning strategy of taj

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Positioning strategy of taj

With this, the company now has put in place its brand architecture. Thus Taj is slotted in the luxury space, Vivanta by Taj in the upper upscale segment, Gateway in upscale and Ginger in economy. The philosophy behind the multi-brand portfolio is actually quite straightforward. Within cities too, there are different markets.

What appeals to one set of customers can deter or intimidate another set of people. The Indian Hotels Company for close to a hundred years operated all its hotels under Taj.

Positioning strategy of taj

India, along with China, is the final frontier for the hotel chains of the world. With just 5 million overseas travellers, everybody knows the Positioning strategy of taj is huge.


A larger market is domestic travel - the numbers here could be multiples of overseas travellers. Bickson reckons that no fewer than 47 brands have decided to enter India. Most of them have multiple brands: Starwood and Marriott have 23 each, Accor has If The Indian Hotels Company wants to instill a similar loyalty in its customers, it has no option but to have a bouquet of brands.

The four-brand strategy begins to fall into place: A customer sticks to The Indian Hotels Company as he progresses in life. The only one focused on the luxury segment is Hotel Leelaventures.

The Indian Hotels Company has taken the lead with four brands. But there is still a missing link.


There is a fifth segment between economy and upscale called midscale - the one that exists between Ginger and Gateway. What kind of brand we should bring in will be clear once we have done our research on the customer for that category," says The Indian Hotels Company Vice-president marketing Deepa Misra Harris.

Segmented for growth According to Bickson, The Indian Hotels Company began to think of a multi-brand portfolio almost seven years back when it signed on brand consultancy Landor Associates for the purpose.

After much consumer research, first off the block was Ginger. Gateway came in and Vivanta by Taj two years later. This brand was actually supposed to be launched in but was delayed because of the adverse sentiment that followed the financial meltdown.Taj Hotels, Palaces and Resorts, a new brand architecture lack of differentiation and confused positioning to meet its mixed bag of brands.

After starting a business and an upscale brand, he hesitated on the introduction of upper upscale and luxury brands. Stagnant Growth: Strategic Analysis of a Luxury Hotel Brand Student Contributors: M. Ravi Kumar, G. Amith Kumar Reddy, Raja Simon J, Dhanashree Shirodhkar V and Sumedha Goenka The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known as Taj Hotels Resorts and Palaces and are recognised as one of Asia's largest and.

Positioning strategy of taj

Taking into consideration about the present positioning of the "Taj Palace, New Delhi" hotel in the city and outside The researcher based on his research would like to suggest few of the alternative strategies in order to improve the quality provided by the hotel which could help the hotel to increase its customers and revenue.

Taj InnerCircle Programme strives to provide unmatched service, experience and recognition to our loyal guests. It is the largest hotel loyalty programme in India and provides flexibility to guests through increased earnings and redemption options with no blackout dates.

Hotel Chain Hilton to Develop Pricing Strategy. Posted on September 27, by First of all, I’d like to know a bit more about our client company, its customer base, and its market positioning.

Does the Hilton hotel chain cater to vacationers or business travelers? 2 Responses to Hotel Chain Hilton to Develop Pricing Strategy. MARKETING STRATEGIES BY TAJ Positioning The Taj marked out three separate entities for the Taj Group: Business, Leisure and Luxury.

Though the concept of these sub-brands had come into existence earlier, in the mid nineties, it was in , that the hotels became operationally different.5/5(6).

Tejas Article : Stagnant Growth: Strategic Analysis of a Luxury Hotel Brand