Advertising It was only when the product was ready, was a major advertising campaign developed.
Right from the beginning, the Taj stood for class and comfort.
It was a place where the viceroys of the Empire arrived and departed amidst scenes of splendour. In fact, it soon became one of the wonders of the Orient.
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 1999-2000, that the hotels became operationally different. The HRD department modernized, with an emphasis on performance and career and succession planning.
There was a proliferation of the Taj Presidency hotels not only in new cities, but also smaller towns. ‘The action plan is more opportunities, adding to and complementing the brand,’ says Krishnakumar. Major renovation By the mid 1990’s, renovation was in full swing. It meant putting in optic fiber cabling, remote control systems and giving the business guy a lounge where he could relax and even have breakfast. But this had to be dropped after a few years due to disuse. They had to go with the advent of the internet and laptops. It was found that telephone usage was dropping because of the advent of mobile phones.
Not only were mobiles provided on hire, the Taj also dropped communication charges by 33 per cent.
Legend has it that this was one of the reasons why Jamshetji Nusserwanji Tata, the first Indian industrialist built India’s first luxury hotel.
He went ahead with the project although he was busy with plans to industrialise India.
Which meant that though the heads of these three divisions sat at head office, their ‘territory’ is scattered geographically, according to which type of hotel they look after. The organisation was made to flatter and more compact. More than a hundred million dollars were reportedly spend for renovation – just in the lifestyle (luxury segment)!
Segmentation Strategy A higher emphasis was placed on the business segment as the profits are higher (this market being less price-sensitive as compared to the luxury segment). Moreover, a continual benchmarking against international standards was made part and parcel of the culture of the Taj. Since the business segment was slated to be become big (and those using it were likely to be non-traditionalists), the Taj went ostentatious with it’s new business floors. For instance it was thought a mini-gym on the floor would be a convenience.