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Brigade Hotel expands footprint beyond South India, eyes religious tourism

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Newly listed Brigade Hotel Ventures, the hospitality arm of Bengaluru-based real estate major Brigade Enterprises Ltd is positioning itself for strong and steady growth over the next few years.

Speaking to CNBC-TV18, Nirupa Shankar, Managing Director of Brigade Hotel Ventures, said that the company has an aggressive expansion pipeline, with five hotels already under development and more in the works.

The company is also shifting its portfolio mix toward high-end, five-star deluxe properties like Grand Hyatt (Chennai), Ritz-Carlton (Kerala), and Intercontinental (Hyderabad), which is expected to significantly boost ARR over the next five years.

While its base remains in South India, Brigade is gradually expanding into new geographies and exploring both leisure and religious tourism destinations. The firm is also scouting for opportunistic acquisitions using funds from its IPO proceeds, making it clear that its growth strategy is both long-term and diversified.

The company is optimistic about maintaining last year’s momentum in revenue and EBITDA, with 15–17% growth likely to continue in FY26.

These are edited excerpts of the interview.

Q: What is the growth outlook for the company in FY26 and FY27, and what kind of margins can we expect during this period?



A: In terms of our growth, what we have been saying is that last year, of course, now that we listed number of forward looking statements have to be limited. Last year we saw pretty good growth in terms of revenue and EBITDA. We saw a 16% to 17% growth in terms of topline and maybe another 15% in terms of EBITDA.

In the coming year, we feel that they should this year should not be any different. We feel very positive, I understand that the market is slightly volatile at the moment, and I feel that volatility is the nature of the game, and it is up to companies like us to keep our head down, work hard and stand the course and continue to deliver on good numbers.

Q: Given the pipeline that you have five new hotels that are coming in, your 1,000 keys coming in by FY28 to FY30, what is the peak revenue now that one could see coming in for the company? Overall in terms of the business wise FY25

468 crores was your revenue? Next three-four years, what would we expect?

A: The next three, four years, we will have three hotels coming in byFY28, we will have another three coming in and FY29 and the business development doesn’t stop just there. Every year we are doing business development continuously. In fact, apart from the five hotels where we have tied up the land and the brand, there are three more hotels where we have tied up the brand and the land, and that will be announced shortly.

In terms of the IPO proceeds, we have kept aside some funds to buy an unidentified asset, so it’s more of an opportunistic buy. There will be growth that we see over the next three years. Of course, with hotels, as you know, it does take time to develop, Greenfield assets can take once you finalise the design and once you finalise the land and get the approvals, they do take at least two and a half three years by the time they can open to the public. It is a long-term game when it comes to hospitality, peak revenues, like I said, by the time these hotels come up and start to stabilise, could take five years from now.  Howevr, our existing portfolio will continue to see growth, and like I said, we are looking for opportunistic buys in the market as well to spur on our growth.

Q: Let us focus on geographical experience, as of now, you have a stronghold in South India. How do you see geographic breakup move from here on.

A: See our stronghold, even from the parent company, is the Southern markets. We like the markets of Bangalore, Chennai, Hyderabad. Our hotels are currently in five cities. We will be expanding to at least seven cities where we have current visibility and where we have acquired land. In the sense, expand from five to seven. Apart from that, one of the main reasons we did this IPO and sort of created our own entity for the hospitality vertical was so that we could look at markets where the parent entity doesn’t always already exist.

It could be some leisure destinations, some of the leisure destinations we are looking at could be Goa or interesting leisure destinations in the southern markets within driving distance of the major tier one cities could be religious destinations, where we can expect religious tourism to come through. We are evaluating markets apart from Southern. In India as well. But of course, a lot of the expansion will be in areas where we have a stronghold and where we understand the micro market specifically.

The portfolio will move from mostly business driven hotels to a very healthy mix of business and leisure. The other change that you can expect to see is moving more towards Five-star Deluxe hotels. We have signed up the Grand Hyatt in Chennai. It is a beachfront resort. We have signed up a Ritz-Carlton in Vaikom, Kerala, it’s an island beachfront resort. We have also signed up the Intercontinental Hotel in Hyderabad so these are all Five-star Deluxe properties. This will help increase the average room rate (ARR) of the portfolio when they come up and this will move us into more of Five-star luxury Deluxe category portfolio,

Q: Just a quick one in terms of ARR, what would your guidance be for the ARR going forward?

A: ARR for the existing portfolio is very different. But maybe, when we look at the ARR for the existing portfolio, because these are mostly stabilised hotels, then typically you don’t want to take a very high estimate. So our estimates are very conservative for the existing portfolio, could be in 9 to 10%.

But when you look at the portfolio overall and where we expect the portfolio to be four to five years when the new hotels come up, will be a significant increase. It could even mean a doubling up of the ARR based on how these hotels open and what the market conditions are at that point in time. Like I said, we are moving to lot more luxury hotels, and we do expect a significant increase in the ARR.



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Douneside House Hotel in Scotland Plans Major Health Club Redevelopment, All You Need to Know

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Sunday, August 3, 2025

Douneside House Hotel, an exquisite country hotel nestled within The MacRobert Estate in Scotland, is set to undergo a significant transformation, with plans to redevelop its Health Club. The proposed improvements aim to enhance the wellness offerings at the hotel, providing guests with an elevated experience in a serene and luxurious setting.

Temporary Closure for Extensive Upgrades

The planning application for the redevelopment has been submitted and subject to approval, the Health Club will close temporarily in January 2026. During this time, extensive upgrades will be made, with the intention of reopening the facility later in the same year. The project promises to introduce new features, such as opulent treatment rooms, an upgraded relaxation lounge and a larger, more versatile studio space for fitness enthusiasts.

Enhancing Wellness Offerings for Guests

These renovations are being introduced to align the Health Club with the modern demands of today’s wellness travelers. Guests will be able to enjoy a space that combines revitalizing treatments with refined design, allowing them to fully unwind in a tranquil environment. This move also reflects Douneside House Hotel’s commitment to maintaining high standards of hospitality and offering top-tier facilities for its guests.

Insight from the Hotel Management

Jamie Aitken, the joint hotel manager at Douneside House Hotel, expressed his excitement about the upcoming changes, stating that they were eager to invest in the future of the Health Club. He explained that the improvements were focused on creating a space that would be both revitalizing and refined, where guests and members could truly unwind, recharge and enjoy an exceptional wellness experience. While acknowledging the temporary inconvenience, he was confident that the end result would be well worth the wait.

Ongoing Hospitality During Health Club Renovations

Despite the Health Club’s temporary closure, Douneside House Hotel will remain fully operational. The hotel will continue to welcome guests during the upgrade process, ensuring that visitors can still enjoy its renowned accommodations, fine dining and picturesque surroundings. Douneside House Hotel is home to 14 beautifully appointed bedrooms and a three-AA Rosette restaurant, where guests can indulge in exquisite cuisine prepared with the finest local ingredients.

Award-Winning Service and Recognition

The hotel has earned a reputation for excellence, receiving four red stars (Inspector’s Choice) from the AA last year, a prestigious accolade that reflects the high quality of service and facilities offered. As a part of The MacRobert Trust, a charitable organization with a long-standing dedication to the Armed Forces community, Douneside House Hotel contributes to a variety of causes, including education, environmental initiatives and local community support.

The Role of The MacRobert Trust

The MacRobert Trust’s commitment to supporting the Armed Forces community extends beyond charitable grants. The trust also funds scholarships and training programs, ensuring that future generations can benefit from the opportunities and values that the charity upholds. These efforts reinforce Douneside House Hotel’s role as not just a hospitality venue, but as an active member of a broader, socially responsible community.

Looking Ahead, An Even Better Experience for Guests

As the redevelopment of the Health Club progresses, guests can expect an even more exceptional experience at Douneside House Hotel. The planned upgrades are poised to further elevate the hotel’s standing as a leading destination for those seeking luxury, tranquility and a commitment to wellness. For visitors planning to stay at Douneside House Hotel, the future looks even more promising, with a wellness offering that is sure to exceed expectations.



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Peru’s Inkaterra hotels offer culture, eco-friendly experiences in a luxe setting.: Travel Weekly


You probably shouldn’t try this at home. There’s no telling how your kitchen will fare — or if you will remain sober.

I refer to the ancient Andean practice of making chicha de jora, or corn beer. The process takes a couple of weeks. The ingredient list is short: yellow corn, flour, herbs, water and a little chicha to kick-start fermentation. 

I collected the recipe this spring during a press trip to Peru hosted by that nation’s Inkaterra hotels.

We were guests at the group’s five-star Hacienda Urubamba, in the Sacred Valley of the Incas, when our dance card included chicha-making. 

Luxury as a backdrop

Chicha-making is one of several activities included in room rates at Inkaterra properties. The group’s five properties offer adventure/nature/ecofocused experiences against the backdrop of luxury accommodations (near-luxury in the Amazon basin), spa services and some very fine food. Our group stayed at two five-star properties, both Virtuoso members. 

The lobby at the Hacienda Urubamba. Photo Credit: Nadine Godwin

• Hacienda Urubamba. This 10-year-old, 40-unit hotel — between Machu Picchu and Cuzco — is 9,776 feet above sea level, providing guests with stunning views of mountains and the Sacred Valley. Several Inca sites are nearby, as are picturesque villages, colorful markets and handicrafts of interest.

The hotel’s architecture mimics a colonial-era hacienda. Design elements — wall hangings, Inca masks, handcrafted woodwork — are inspired by history and local arts. The resulting look is enriched in the dining room and lobby area by floor-to-ceiling windows, reminding visitors again of the area’s beauty.

Hacienda Urubamba’s 100-acre site includes an organic plantation, farmed using traditional hand tools and oxen. It produces New World foods — corn, potatoes and quinoa — ultimately served to guests.

Twenty-eight units are 484-square-foot, stand-alone casitas accessible by foot or a motorized cart operated by staff. Besides terraces with those sweeping views, casitas offer fireplaces, sitting/dining areas, remarkably spacious bathrooms and flat-screen TVs.

Larger than casitas, suites in the main building range from 495 to 958 square feet. For the ultimate in spacious luxury, the hotel combines Suite and Superior rooms to create its Owners Quarters, one at 1,076 square feet accommodating four and another at 2,045 square feet for six.

Even the smallest rooms (258 to 344 square feet) feature sitting/dining areas and terraces. All units receive housekeeping services three times daily and, quaintly, a turndown service with hot water bottle.

The lounge area at the Machu Picchu Pueblo Hotel. Photo Credit: Nadine Godwin

• Machu Picchu Pueblo Hotel. Opened in 1991, this property, at 6,627 feet above sea level, is located in the surprisingly charming little tourist town of Machu Picchu Pueblo.

The hotel layout imitates a village and occupies 12.3 acres of a private preserve in the cloud forest below Machu Picchu Mountain. 

The Inkaterra “village” counts 83 whitewashed casitas plus dining halls, spa and lounges, a tea plantation and the world’s largest collection (372 species) of orchid plants. Tea-making is among activities included in room rates, and the property’s tea is served at Inkaterra hotels. 

All room types include decor featuring local crafts, a dining area, environmentally friendly toiletries, turndown with hot water bottle plus fireplaces in most cases.

Top of the line are two Villas Inkaterra (3,154 square feet), which come with 24-hour private butler service. The Villas Inkaterra as well as the two Suites Inkaterra (1,894 square feet) and five Suites (1,259 square feet) have heated plunge pools and private gardens. 

Chefs emphasize local ingredients, including organic vegetables from the property’s grounds. There are two on-site restaurants, but under the Private Dining program, guests may book private meals in their rooms, in select lobby areas or in the wine cellar. 

Conveniently, the hotel is next to the railroad station. Furthermore, guests can walk to the bus that goes to the Machu Picchu archaeological site. For those not trekking, trains are the only way into town. The trains have weight limits, so Inkaterra holds its guests’ larger bags for a convenient pickup after they leave town. 

A suite in Inkaterra’s 16th century manor house La Casona, a Relais & Chateau property in Cuzco. Photo Credit: Nadine Godwin

Accolades for Inkaterra

The 50-year-old Inkaterra won U.N. recognition in 2021 as the world’s first climate-positive hotel brand.

Nearly two-thirds of Inkaterra business originates in the U.S. Its properties range from the four-star Hacienda Concepcion in the Amazon basin to the protected 16th century manor house La Casona, a Relais & Chateau property in Cuzco. 

La Casona, with 11 suites, is a step back in time, with its classic courtyard, finely carved woodwork and period furnishings. It’s also a door to modern comforts, with a spa, fine dining space, heated floors and smartly outfitted bathrooms. A bonus: It’s a short walk to Cuzco’s main square.

Inkaterra will add a sixth property in Cabo Blanco on the northern coast by early 2026. The inventory also includes two properties operated under a separate brand, named ByInkaterra. 

Aside from buffet breakfasts, meals are a la carte. We sampled local specialties — alpaca, guinea pig and quinoa — but ceviche won our hearts. But not just ours: Unesco in 2023 recognized Peruvian ceviche as part of the world’s intangible cultural heritage.

Average rates, based on double occupancy, at Hacienda Urubamba ($600 per night with breakfast) and Machu Picchu Pueblo Hotel ($500 per night with breakfast and dinner) also include on-property activities, tea time, special promotions at cocktail hour, a welcome drink (purple chicha at Urubamba) and 10% tip.

Inkaterra-organized Machu Picchu visits are $150. Other extras include ceremonies overseen by a shaman, which must be booked ahead, and spa services. 

Agents can book through a local DMC or directly at sales@inkaterra.com



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US Hotel Industry Sees Mixed Performance in Week Ending July, St. Louis Showing Growth Amid Declines

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Sunday, August 3, 2025

The latest data from CoStar, a leading provider of real estate analytics, paints a challenging picture for the US hotel industry for the week ending July 26, 2025. Despite recovery signs in certain markets, the overall year-over-year performance indicates slight declines in key metrics such as occupancy, average daily rate (ADR), and revenue per available room (RevPAR). These results reflect a mix of ongoing challenges in the hospitality sector, as well as regional variations across the country.

The overall trend of negative growth in hotel performance for the week compared to the same period in 2024 highlights the ongoing uncertainty facing the industry. However, the report also sheds light on specific markets, such as St. Louis, which recorded positive movement, contrasting the general trend. This article will delve into the details of the data and explore the implications for both hotel operators and travelers.

US Hotel Industry Performance Overview
For the week ending July 26, 2025, the US hotel industry experienced slight declines in all key performance metrics compared to the same week in 2024. The following are the reported figures for occupancy, ADR, and RevPAR:

  • Occupancy: 71.5% (-0.7%)
  • Average Daily Rate (ADR): $164.88 (-0.1%)
  • Revenue per Available Room (RevPAR): $117.88 (-0.8%)

These figures indicate that while the hotel industry continues to experience a relatively strong level of occupancy, the overall revenue generated per available room remains under pressure. The decline in ADR by 0.1% and RevPAR by 0.8% suggests that hotels are still grappling with pricing pressures, particularly as travelers remain cautious about their spending.

Despite the slight year-over-year declines, the overall occupancy rate remains relatively healthy, indicating that demand for hotel accommodations is still stable, albeit with less momentum than in previous periods. However, challenges persist, especially in markets that are struggling to recover from unique regional disruptions.

St. Louis: A Bright Spot Amid the Decline
While many US markets have seen a decline in key performance metrics, St. Louis stands out as a notable exception. The city reported the highest occupancy increase among the Top 25 Markets for the week, with a 5.7% year-over-year rise in occupancy, bringing the rate to 70.9%. This increase can be attributed to a combination of factors, including targeted marketing campaigns, local events, and the city’s growing appeal as a mid-sized destination for both business and leisure travelers.

St. Louis has been positioning itself as a vibrant hub for tourism, with increased efforts to attract more visitors through cultural and recreational offerings. The strong occupancy growth in the city suggests that these efforts are beginning to pay off, as it bucks the overall downward trend seen across much of the US hotel industry.

The performance of St. Louis highlights the importance of localized factors in the hotel industry. While national trends may show overall stagnation or slight declines, specific markets are capable of outperforming the broader trends due to strategic initiatives, favorable local conditions, and the adaptability of hotel operators.

Houston: A Struggling Market
On the opposite end of the spectrum is Houston, which recorded the steepest declines in all three major performance indicators. The city saw a significant drop in occupancy, down by 19.7% to 61.1%. The ADR also fell by 7.7%, reaching $117.02, while RevPAR saw the sharpest decline, down by 25.9% to $71.54.

These declines are primarily attributed to the elevated displacement demand that followed Hurricane Beryl in 2024. Many hotels in Houston experienced a surge in bookings due to the temporary displacement of residents and business travelers during and after the hurricane. As the region returned to normal, this temporary spike in demand was not sustained, leading to a sharp decrease in performance metrics.

Houston’s struggles serve as a reminder of how external factors, such as natural disasters and regional disruptions, can significantly impact hotel performance. As recovery efforts continue, it is essential for operators in affected regions to manage expectations and plan accordingly to regain stable occupancy levels.

Regional Variations and Market Adaptations
The US hotel industry is highly diverse, and performance trends can vary significantly from one region to another. In addition to the notable performances in St. Louis and Houston, other markets are showing mixed results. Cities with strong business travel demand, such as New York and Los Angeles, are likely to continue to perform relatively well, while more leisure-focused destinations might experience fluctuations depending on seasonal trends and consumer confidence.

The key to navigating this complex landscape will be for hotel operators to adapt their strategies based on local demand drivers. With the recovery from the COVID-19 pandemic continuing to evolve, it is crucial for hotels to remain agile, adjusting pricing, marketing, and service offerings to meet changing consumer needs.

Looking Ahead: A Challenging Road for US Hotels
The US hotel industry faces a mixed outlook as it continues to recover from the disruptions of the past few years. While key markets such as St. Louis show promising growth, other cities like Houston are grappling with the aftermath of regional challenges. The slight year-over-year declines in occupancy, ADR, and RevPAR indicate that the road to full recovery will be slow and uneven, with some regions bouncing back more quickly than others.

For hotel operators, the focus must remain on improving efficiency, maintaining high service standards, and responding swiftly to emerging trends. Additionally, keeping track of local market conditions will be vital for adapting to the demands of travelers in a post-pandemic world. As the industry continues to adjust to changing travel patterns, operators will need to stay ahead of the curve by focusing on delivering value to their guests while managing operational costs.

Conclusion
The latest data from CoStar paints a picture of a hotel industry in transition, facing both challenges and opportunities. While national trends indicate slight declines in key performance metrics, specific markets like St. Louis show that targeted strategies and regional initiatives can yield positive results. Meanwhile, cities like Houston remind us that external factors such as natural disasters can have a long-lasting impact on hotel performance.

As the US hotel industry navigates these challenges, the focus must remain on adaptability, efficiency, and customer satisfaction. The ability to respond to local demands and capitalize on emerging trends will be crucial to maintain profitability and sustaining long-term growth. With the hospitality sector continuing to recover, it is clear that the industry is in a period of flux, but the potential for success remains strong in markets that can adjust and innovate effectively.



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