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NYC & Company, New York City’s official destination marketing organization, recently conducted an eight city India showcase to create awareness in the market about their upcoming iconic tourism products. The delegation, led by Fred Dixon, President & CEO, NYC & Company, presented a new global initiative—'2019: A Monumental Year’ describing about new openings and development taking place in the city.
“We are going to see the opening of Hudson Yards on Manhattan’s far west side—the largest private real estate development in the history of the United States; The Shed, a multi-arts centre dedicated to global displays of visual art, design, media; and Vessel, a climbable urban landmark and museum of modern art amongst others,” Dixon said.
New York welcomed 373,000 Indian visitors in 2018. “We are expecting India market to grow in 2019 by about 6 per cent. India has grown by 60 per cent over the last 5 years. So, it is showing very good momentum going forward and we are very optimistic about India,” he said.
Replying to a question over further building up on this high growth, he said that it is always a challenge but we need to always innovate and come up with new ways to stimulate the market. “One of the most exciting things about Indian market is youth which offers a great future opportunity here. Also, with some expanded promotion from members of the trade with us and the dynamic growth in this market, we will continue the momentum,” he added.
Talking about segments in the India market, he said that VFR is the large component from India due to the presence of huge Indian community in New York, followed by business travel, MICE as well. “We are going to be more looking into the meetings and incentives space. The real opportunity on the leisure side is probably going to be in the FIT segment. A lot of new hotels brands like Aman, Six Senses are opening their hotels in New York and these will bring new interest from luxury travelers,” he opined. He said that India has a huge youth population and people are certainly looking for experiences. “New York is well suited for the future growth,” he said.
He also informed that New York is investing an enormous amount in number of areas including airports. “An amount of US$23 billion is going to be invested in the redevelopment of all the airport specially JFK, New York and LaGuardia. We needed expanded airports and it is coming. We are also investing heavily in our train stations,” he said and added New York city ferry launched last year and it is growing and very popular with locals and visitors. “So, we are going to see more this kind of development is happening than before,” he said.
Replying to a question over air connectivity between India and New York, he said that this is an area where we need more investment. “We are hoping to see more attention going forward. Middle East carriers and United have done wonderful job. As the market grows, we do need the more capacity,” he informed.
New York City welcomed a record 65.2 million visitors in 2018, the City’s ninth consecutive year for tourism growth, with 49.7 million domestic and 13.1 million international visitors.
Any mega festival taking place in any part of the world emerges as a major tourist draw if marketed well. Organisers of the global festivals like Germany’s Beer Festival and Tomatina of Spain and others that draws millions of tourists from domestic, neighbouring and international markets start promotion a year and two in advance. The reason being the travel market in US, Europe and other developed countries are organized and finalize their itinerary much before the travel.
For ongoing Kumbh 2019, experts of the industry are of the view that Indian inbound and domestic tour operators have missed the bus. Kumbh, the largest congregation of people in the world could have well been developed as one of the best tourism products of India. There are foreigners and domestic tourists’ visiting Kumbh in good numbers, but this number could have been gone up steep northward. The concern here is that majority of the tour operators did not even come out tour packages related to Kumbh. Report suggests that the ongoing Kumbh did not draw numbers from Nepal or Bangladesh even. This is despite the fact the Uttar Pradesh Government has created a better infrastructural facility to offer a good experience to visitors.
For Kumbh Mela which has previously been comprised by UNESCO in the list of 'Intangible Cultural Heritage of Humanity, a new provisional city has been built along Prayagraj, which has 250-km long thoroughfares and 22 platform bridges. For the first time, an Integrated Control Command and Centre has been set-up in the Kumbh area. The Mela also witness the use of artificial intelligence for dealing with superior crowd supervision for the first time this year. More than 1,000 CCTV cameras were equipped to track several movements all over the Mela. UP Government has put up more than 4,000 tents at the site.
But, still the travel trade could not benefit out of this? Why so? One of the foremost reasons is the lack of marketing and promotion. No doubt, the Centre and the UP Government started the promotion in overseas and India market, but the effort was not cohesive. It was a half heartedly promotional efforts. The UP Tourism organized roadshows in Indian cities with travel tourism associations just few weeks prior to the Kumbh. There was a need to target Indian Diaspora in US, Canada, UK and other countries in an effective manner.
Now, this Kumbh is the missed opportunity but we have good learning from here. We have enough time to work towards the next Kumbh. What is needed here is a strong collaboration between the host states and stakeholders like industry association, India Tourism Offices Abroad and Indian embassies and High commissions to work on the next Kumbh and develop this ‘biggest carnival of humanity’ as a major tourist draw. Around 120 million people is expected to visit the ongoing Kumbh.
In an attempt to change the ‘negative perception’ and clear apprehensions of people in the domestic market about visiting Kashmir, the Department of Tourism, Jammu & Kashmir has started an outreach activities in various cities of India.
Speaking exclusively to T3 on the sideline of an event in New Delhi, Rigzin Samphel, Commissioner/Secretary to the Government, Tourism Department, Govt of J&K, said that the Department along with other stakeholders including representatives of tourism trade fraternity from all the three regions—Jammu, Kashmir and Ladakh has decided to reach out to different Indian cities to send out the right message that Jammu & Kashmir is the most safest destination for tourists.
“We recently come back from Mumbai. We had a very good response from stakeholders there. Today, we are stressing on Leh and Kargil in New Delhi and tomorrow we will be in Ahmedabad and focus will be Kashmir and Jammu. The idea is clear the misinformation about entire regions for Kashmir, Ladakh and Jammu. The situation in the entire state in terms of the prospect of tourism for the coming months is very good. There was a lull for the obvious reasons but now the number of bookings has increased suddenly. So, we are very hopeful that we will have a good season this time,” Samphel said.
There had been a lot of negative publicity about our region in the aftermath of February 14 attack, which has badly hit our tourism.
Apart from the promotion in the domestic market, the Department has also chalked out strategy to go to overseas markets. “We will be visiting Bangladesh, Malaysia, Thailand and few other European countries during the year. The number of foreign tourist visiting the valley was up by 45 per cent compared to the previous year for the calendar year 2017-18. These are data which normally does not go out to the public. We are conveying such information and try to enforce reality over perception to send the right information to tourists who wish to visit the state,” he added.
Replying to a question over having a permanent crisis management or PR Cell in the department, he said that the Department is working on these lines. “The entire region is very safe, especially for women travelers. We have a lot of women solo and group travelers. The valley for tourist is always been normal. We are hopeful that tourism will pick up,” he said.
He said that there is basically the problem of perception. “To kill this perception, we are going to all across the country. We are putting forward the right picture for the entire state including Kashmir and promoting three regions,” Samphel said.
He informed that the Department has recently been able to convince the Department of Finance to allocate Rs 2 crores for Project management Unit (PMU within the department. “Right now, the department is run by bureaucrats. But, we need to have professional skills and institutional memory to continue our work. Hence, we will have professionals and experts in tourism working with us very soon. The RFP for the PMU needs to be floated. I hope that we will have PMU in the department in 2019,” the Secretary said.
Talking about the steps taken on sustainable tourism front in the state, he said that the Department was able to finalise the guidelines for the entire state about a month ago. “Till now, the entire registration of hotels and travel agencies were done manually. In fact yesterday, we have launched our website and the entire operation has been now digitized. There are the ways we are trying to system to be put in place. The major SOPs in adventure guidelines is to ensure sustainability.
Lot Polish Airlines, which generally start thrice a weekly flight for any new long-haul routes, has announced 5 weekly flights on India route. The airline is also working closely with the Ministry of Tourism, Govt of India to bring inbound tourists from Europe.
You are going to launch New Delhi- Warsaw service from September 17. What kind of response you are expecting from this service keeping that there are many carriers flying between India and Europe?
So far, there has been no direct connectivity between India and Central Europe. Given the strong trade relations between India and Poland and growth of both countries, there was a need for connectivity between these two countries. Generally, when Polish Airlines starts any new long-haul routes, they start with 3 flights a week. In case of India, based on our business case, projection and anticipated demand, we have decided to start with 5 weekly flights already. This already shows the confidence and trust we have in the Indian market as well as other points of sale to sell this flight. This flight will probably be catering to those who want to go to Central Europe. We offer seamless connectivity to many European destinations via Warsaw. We welcome any competition and from our perspective, looking at the current size of the Indian market and projected growth, I think that the market is big enough to cater to more carriers and that why our strategic decision is that India has been defined as a very strategic market for Lot Polish Airlines.
What would be your strategy to divert Indian traffic to Central European destinations?
We are member of Star Alliance. There are certainly benefits for frequent flyers. We are a full service network carrier. We offer seamless transfer experience at Warsaw airport. The minimum connecting time is 40 minutes in Warsaw. You have hassle free transfer experience. Also, our Delhi schedule is designed in such a way that within two hours, passengers have connectivity to almost 40 cities. Moreover, the quality of product we feature and its going to be three class of service: Business, Premium Economy and Economy. This is also the value proposition that other carriers may not have. When you travel Premium Economy, you will be sitting on the Premium Economy for the entire journey. At Lot, we have a dedicated Premium Economy class to your final destination. This is where we differentiate ourselves from the competition.
How do you plan to tap the catchment traffic?
We are currently the fastest growing airline in Europe. For 2019 which is our 90th birthday as well, we expect to carry more than 10 million passengers for the first time. Its more than twice the traffic we had 4 years ago. We have doubled the number of passenger and aircraft. We have gradually increased the number of destinations too. Given the focus on quality, network and benefit of being member of Star Alliance, we see the opportunity. Poland is the central Europe’s largest aviation market. It is an untapped market where we feel we have a role to play. There is no other long-haul network carrier in Central Europe. Baltic States do not have one. Hungary does not have one. Czech Republic flies only thrice a week to Seoul. This is the natural catchment area. Poland has a population of 38 million but the whole catchment area in Central Europe has a population of 180 million. This is the catchment area where we have been growing very strongly and we intend to position ourselves as a primary choice for the Central European guests.
What sort of India centric services that you will be offering on this route?
We will have Indian meals on board. We will be having Indian cabin crew on board. There will be assistance provided at Warsaw airport for those passengers who will require assistance. We will make sure that it will be a hassle free and pleasant experience. We focus very strongly on products. We have the latest B787 aircraft to be deployed into the India market.
What sort of occupancy are you expecting on this route?
In the first year of operation which will be only 4 months of this year, our objective is to bring another alternative to the Indian consumer. We want to bring another Star Alliance alternative to consumer. There are multiple options to Europe on various alliances but we want to bring another alternative. We will cater to the different segments of the market. We will also have introductory fare and programme for small and medium size companies. Right now, we are not focusing much on seat load factor because the flight will be sold in Europe, North America and India. So, there will be multiple markets selling the flights. We want to adequately position ourselves as a full service, quality, and Star Alliance product to the India market.
Is there any plan to connect more Indian destination?
If the forecast and business projections materialize, we are willing to increase Delhi frequency for sure. We have sufficient number of B787 Dreamliner coming into the fleet this year and for the next 4 years the aircraft orders have been placed. We are looking into newer destinations across the world we would like to fly to. Indian market has been defined as a strategic market. Our intention to India for middle to long terms is bigger than just Delhi.
There will be mainly business traffic. Are you planning to be associated with Polish Tourism Organisation or other neighboring tourism boards to grab the leisure Indian outbound traffic as well?
Whenever any airline goes to a new country, it is also an objective to promote your home country as a leisure destination. We would like to give a new destination to Indian outbound leisure market which is Poland, Baltic States, Hungary. We work closely with Polish National Tourist Office but we also engage very strongly with other national tourism offices. On the flip side, we are also working with Dept of Tourism, Govt of India as an European outbound destination to bring Indian inbound from Europe.
Travelport, which become the sole distributor for Air India and already signed a distribution deal with Jet Airways that is coming into effect from April 1, is quite bullish on India market. “India is larger than many territories and its growing faster than any business in terms of aviation. It is already a key country for Travelport and it needs to grow significantly. We have invested significantly in this territory because we believe in it. We have great relationships with our partners here and we are always looking to build on it. In last 6 months or so, we have started seeing the benefits of those relationships. This territory will help us to grow into the future,” Chris Ramm, Vice President – APAC, Travelport, said on the sidelines of CAPA Aviation Summit recently held in New Delhi.
And, the consistent focus and investment on India is bringing the desired result for Travelport. “India is currently number 2 country for us behind US. The way India is growing it could become the largest country for Travelport. The kind of growth we have seen and future potential of the country, India can be the top country in couple of years,” Ramm added.
Talking about the performance different verticals in India, Sandeep Dwivedi, COO,ITQ, official distributor of Travelport in 6 countries across Asia Pacific region including India, Sri Lanka, said that Travelport is clearly focused on every domain of India growth story. Dwivedi said. Replying to a question over how hotels are coming on Travelport’s platform, Dwivedi opined that the hotel market in India is too fragmented. “The content is not that much available on GDSs platform. It is only like 5 to 4 star properties are available right now on GDS platforms. We have roughly around 650,000 hotels globally and we keep on adding to this numbers. Going forward, hotel is really going to become important for us as new deals are signed; new properties are being produced from hotel perspective. There is a need for the more organized inventory to be available on GDSs platform,” he added.
Elaborating the 2019 roadmap for the New Distribution Capability (NDC) of Travelport, Ramm said that NDC is a big focus for Travelport for many years. “We began conversation with airlines all over the world. We are the first GDS to have Level 3 certification and booking capabilities and production environment. It is only going to grow in 2019,” he added.
Talking about Indian airlines coming on NDC platform, Ramm said that there is limited conversation with carrier in India as their focus is not NDC as of now. “But, I do see airlines over time in India moving towards NDC as it would provide them the ability to earn more revenue. In India, a lot of airlines use API and the NDC is a standard API. India probably have the most impressive country where leading carriers are already using API,” he added.
Visit Finland has re-entered into India last year in order to tap the potential of growing outbound market here. Explaining the rationale behind return to India, Teemu Ahola, Account Manager – Asia, Visit Finland, said that one of the main reasons for our return is that we not only see the great timing and potential, but also that suppliers and partners from Finland are now more ready and capable to serve Indian travelers.
“We see a great potential in India. There has been a steady growth. 2018 was really good in terms of overnights and also the potential growth from India is really strong. Although the number of overnights is not much more but India market is emerging and developing,” Ahola said. Indian arrivals to Finland grew by 15 per cent in 2018.
Finland receives a lot of corporate and business travel from India due to a stronger trade ties between two nations. “For now, I think it is more leisure. As a lot of Indians are working in some of our neighboring countries, bleisure is one of the emerging segments for us,” he said.
Responding to a question of over India strategy, he said that Finland has not done strong marketing in India yet. “This is due to the fact that we wanted to be sure that our Finnish partners are well prepared. We have few great suppliers joining the India roadshow. We are focusing on India market. Now, suppliers are supporting our aim to develop this emerging market. We also have strong promotional activities. We are certainly focused on b2b market right now. We are targeting some of the MICE companies. We are now widely seen in media. We had a couple of successful media fam trip from India,” he said and added that the marketing budget is limited. “With these activities, we are hoping bigger funding from our stakeholders. We will be working closely with Thomas Cook and Cox&Kings,” he added. Visit Finland is also planning to introduce online agent training programme in India in future.
In order to understand Indian women's participation in adventure travel, Cox & Kings undertook a study of its booking and enquiry trends of about 2000 women travellers in India. Cox & Kings recorded about 32 per cent year-on-year increase in women travellers opting for adventure across soft, medium and extreme activities. The growth is a cumulative reflection of both its domestic as well as international tours.
Driving the growth, the women force largely comprises Millennials or Gen Y women. About 70 per cent of them come from metro cities while the rest from the tier-2. Most women from this age group are financially independent. While Himachal Pradesh, Uttarakhand, Ladakh and Nepal top the trekking bucket-list for the women, Andaman Islands, Maldives, Thailand, Malaysia, Red Sea - Egypt, Bali, Gili Islands, Great Barrier Reef and Mauritius comprise the list of diving destinations. Besides, walking, cycling, biking, rafting and sailing are other activities that Indian women travellers opt for.
It is delightful to note a 9 per cent increase in women solo travellers as compared to 2017. A mix of social media influence and word-of-mouth is fuelling the growth in solo travel. Safety remains a crucial aspect though, that women research about before stepping out.
Commenting on the study, Karan Anand, Head, Relationships, Cox & Kings said, "While women are travelling with their friends and other women's groups, there is also a trend of mothers travelling with their daughters. Adventure has become an enjoyable activity for families to bond. Today women are up for extreme adventure trips and find it liberating as it merges nature, adrenaline and exploration. It also empowers women in several ways and helps curb any inhibitions.”
Cox & Kings has announced exciting offers on international holidays for summer 2019. The offers include 50 per cent off on select tours and international holiday free on booking of select international holidays.
Besides this there are several offers such as GST free, Child Travel free, Travel gift vouchers and Holiday on EMI depending on the tour you choose. The customers can avail 10 per cent extra cashback on the bookings done using SBI card. Similarly, they can get flat 5000 cashback on Bajaj Finserve Wallet.
This year Cox & Kings has also expanded its horizon for summer holidays by introducing new group tours to Cambodia, Turkey, Vietnam, Azerbaijan, Georgia, Japan and Morocco starting from INR 79,999. Astounding options available for popular group holidays across the world including Far East (Starting from 58,110), Middle East (from INR 67,499), Europe (from INR 84,475), North America (from INR 1,19,999), Asia (from INR 1,29,999), Africa (from INR 1,49,999), Australia & New Zealand (from INR 1,64,582) and South America (from INR 3,06,999).
Amhi Travelkar Holidays with Marathi speaking tour manager gives you over 21 tour option from 5 days to 17 days. Similarly, Pure Veg and Jain Tours available under ‘Gaurav Yatra’ start from INR 1,42,684 wherein 12 different tour options are provided from 7 days to 24 days.
Peter Kerkar, Group CEO, Cox & Kings Ltd, discusses the sale of its education and other aspects of the business as well as emerging trends in the Indian industry
Riding high on a great performance in 2018, travel conglomerate Cox & Kings is further expanding its distribution network in Tier- II & III cities in India. The company notched a net revenue growth in its leisure India business to 12.4 per cent in 2018. Moreover, Meininger Hotels also reported a strong expansion in bed capacity of 25 per cent and reported a revenue growth of over 26 per cent. It has sold its education business in the UK and demerged the forex business into a separate company, Cox & Kings Financial Service (CFS). Excerpts from interview:
Given the fact that Foreign Tourist Arrivals (FTAs) during Jan-Nov, 2018 just up by 5.6 per cent compared to 14 per cent witnessed in 2017 and Domestic Tourist Visits grew by 2.3 per cent in 2017 over 2016, how would you explain the emerging scenario for India’s tourism industry?
FTAs have been on a growth trajectory for the last couple of years. According to the Ministry of Tourism figures, the total FTAs increased by 15.9 per cent YoY in 2017. The growth in the first 11 months of 2018 is on the back of this high base and this has to be looked at from this perspective. However, we need to rethink on our strategy in order to grow the inbound market. First, we still rely on long-haul markets such as Europe and USA for our numbers. This must change. Most of the countries that receive a record number of tourists such as Singapore, France or Malaysia receive more than 65 per cent tourists from neighbouring countries, whereas over 60 per cent of our tourists come from long-haul markets. Second, we should focus our attention on China which is one of the biggest inbound markets for many regional and long-haul markets. Finally, we need more air seat capacity from short-haul and medium-haul destinations to encourage tourists to come to India.
In terms of domestic destinations, we are on a sound footing. There is much more that we can do to encourage domestic tourists to visit our picturesque country. The domestic network of our airlines have been expanding and airlines are opening new routes which were not viable till a few years ago, and this creates demand for destinations.
Cox & Kings is seen as a leader in the outbound market. How do view the growth in the Indian outbound market?
The growth of outbound travel is expected to grow at a compounded rate of over 10 to 12 per cent YoY. One of the drivers for this exceptional growth is the eagerness amongst Indians to take a vacation overseas. More than 60 overseas destinations are represented in India and this is significant in itself as it explains the growing importance of the Indian market.
In 2019, we expect, Indian Low-Cost Carriers to mount flights from India to medium-haul and long-haul destinations thereby disrupting the market in terms of airfares and capacity. We are also witnessing a large number of LCCs from South East Asia targeting Tier 2 airports in India and this helps to increase the base of outbound travel. Overall, the prospects are rosy.
The Indian travel industry has been witnessing many disruptive changes, while a few OTAs have gone bust, others are reworking their business models. In such a scenario, how do you see the emerging situation?
The Indian travel market is highly fragmented but with the implementation of the GST, we expect many of the smaller operators to align with the big players in order to create scale. While the OTAs have done a good job in expanding the market, most of them are burning cash and pursuing scale. I am not sure if they are building customer loyalty and it will only be known once the heavy discounting pauses. India is a large market with several customer segments and growing rapidly. Hence, there is room for many players. But customers are demanding better experience rather than cheap holidays. Hence, those with scale or who focus on superior customer experience will thrive. The Indian travel market is a mix of online and offline. It has to be a blend of both in order to be profitable.
How has the overall performance been for Cox Kings for 2018 and what are your expectations from 2019?
Our performance in 2018 was quite satisfactory. In 2019, we expect to continue to grow our leisure India business with an emphasis on B2C segment. Leisure International business is expected to report double-digit growth in EBITDA. Currently, close to 95 per cent of our business comes from the leisure space. Meininger would witness a capacity expansion of 35 per cent to about 14,000 beds and would hit the 15,000 mark by May 2019. We have announced the sale of our Education business to Midlothian Capital Partners for an enterprise value of £467 mn and expect to complete the sale in January 2019. This will enable us to significantly deleverage our balance sheet. We expect to improve ROCE in our business from next year onwards.
Cox & Kings has curated many new brands recently that cater to a range of travelers. How do you see these segments shaping up?
It has always been our desire to be part of emerging verticals and we identified a few of them that have potential. Second, some of them were being offered by smaller players and we wanted to expand it on a national scale. We launched Enable Travel—India’s first accessible holiday specialist. Last month, we partnered with Ezy Mov to make Goa an accessible destination. The holiday packages that we create are curated by our expert panel, who are either wheelchair bound or blind. They go out and recee airlines and hotels to confirm whether they are accessible. This brings authenticity to the whole experience.
Finally, last month we launched Tour To Feast to introduce travellers to unique handcrafted delicious journeys across India’s most popular culinary destinations, with a slice of history. Each of these journeys is designed and accompanied by hand-picked experts who will take travellers through the evolution of the indigenous cuisines of each region. Tour to Feast is also considering launching international thematic tours besides the domestic ones currently being offered. All these verticals have had an encouraging response.
There are reports of Indian companies planning to deploy vessels in Indian waters. What your opinion? Do you have any plans to foray into this segment as a cruise liner?
The measures by the government to promote cruise tourism in the Indian waters will encourage more foreign ships to dock at ports in Mumbai thereby increasing the number of foreign tourists visiting the country. One an average a cruise ship has between 2,500 to 4,000 passengers and this will benefit the local economy. Moreover, the Mumbai Port Trust is building a new cruise terminal and it should be complete in a couple of years. We do not have any plans to enter this segment. We are Passenger Sales Agents for large cruise companies and we will limit it to that.
With Cox & Kings selling its Education business, you are left with Meininger and the India business. What will be your strategy?
The strategy is to have a sharper focus on the India travel business and continue to execute well in Meininger. We are focusing on the B2C segment in the India travel business and signed up popular Indian actor, Anushka Sharma as our brand ambassador. We will expand our distribution network in tier-2 and tier-3 cities and leverage our strong brand to attract more retail customers. In Meininger, the strategy will be to execute on our expansion plans and ensure to maintain the same or higher level of customer satisfaction. We would also like to ensure a healthy balance between existing and new hotels to deliver superior margins.
What are the challenges that you see in 2019, especially as it is an election year?
We have seen many election cycles and people know well in advance the election dates and prioritise their travel accordingly. Summer is the peak travel season and this is the period when children have their vacations and families plan it accordingly.
Abhinav Sinha, Chief Operating Officer, OYO talks about the strategy behind the Group’s expansion plan
OYO is now present in over 500 cities across India, China, Malaysia, Nepal, Indonesia, UK and the UAE. It has over 12,000 leased and franchised rooms and 3,000 homes part of our chain with over 330,000 rooms.
There have been innovations one after another at OYO. Recently, you started facilitating micro and small enterprise loans under the Mudra and CGTMSE Schemes. Can you share details about these schemes? How are the schemes for SMEs helping you achieving your goal?
In the recent past, we have seen an increase in demand for affordable and predictable stay experiences among SMEs and MSMEs as there was an uptick in their business travel. In this scenario, it was important to empower small budget hotels and ensure that they receive the best transformation and staff training to deliver good customer experience for travellers. The micro and small enterprise loans under the Mudra and CGTMSE schemes are to facilitate our hotel owners and support them with technology, operational excellence and award-winning service. Moreover, recently, we have signed MoUs with the State Bank of India and Bank of Baroda to enable financial support for our existing and potential hotel owners for fuelling transformation and standardization at their properties. This will also allow us to create thousands of jobs in Tier II and III cities by nurturing micro-entrepreneurs in the hospitality sector.
Apart from India, you have forayed into China, Malaysia, Nepal, Indonesia, the UK and UAE in the Middle East. Now, you are planning to enter to Japan market. What is your overseas expansion plan and how many countries are on your radar?
While we have nothing new to announce at the moment, we can confirm that we are actively looking at expanding our global footprints. We will be focusing on markets in Southeast Asia, Middle East, and beyond. We will do all of this while not just strengthening our presence and reach in our home markets and other existing markets, but will do all of this while improving our quality and experience for customers and yields for asset owners.
Of $800 million coming in, OYO is investing $600 million in China. Where do you use in China in next two years?
China is our home market and we will continue to invest in this market, in addition to expanding our business in other international markets. In just one year of our operations in this country, we have now over 180,000 rooms across 285 cities in 4,000+ exclusive franchised and manchised hotels. We have also emerged as one of the top five hotel chains here.
We have invested a significant part of the funds from the recent financing round, approximately $600 Million in this market out of which we will be using $300 million for renovation and infrastructure investments. This additional investment, we believe will help us drive the next wave of growth in China, which is already ahead of India, that too in a much shorter span. We wish to move forward and expand in China with our vision of creating beautiful living spaces for travellers while driving high yields for asset owners.
You aim to become the largest chain of hotels globally by 2023. How do you plan to achieve that?
Our growth and expansion are depended on the kind of competencies we have built for OYO. We have been able to create strong competencies in renovation, asset management, revenue management and skilling. Also, we make sure that any activity we do will revolve around these competencies. The first thing is to create competencies and then scale in a product in the home market. Globally, we are adding over 50,000 new keys a month. It is a pretty meaningful scale that puts us in the league of the world's fastest growing hotel chains.
What is the growth plan for Townhouse?
OYO Townhouse was launched in January 2017 and from then to now, the response to our offering has been overwhelming. Quite recently, we launched our 51st OYO Townhouse in Jaipur. The category enjoys a strong occupancy of 90%+ with 80% and above guests giving us the highest ratings post their stay. Our aim is to continue expanding our presence in the mid-segment category in India with Townhouse and plan to take this number to 400-500 hotels by the end of 2019.
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