proposal

1. ‘J' Hospitality Services
Proposal for Management of Hotels

2. CORE VALUES
At J’s, we, as a close knit group,
are passionately committed to the following ideals:
Teamwork
Creativity & Innovation
Honesty & Integrity
We have learned from experiences, the hard way and the fun way, and are now steadfast in upholding these values

3. THE J’S TEAM
Director Brand and Design
Harleen Chatha is innovative and with an eye for detailing and a flair for creating amazing designs
Director Strategy :
Punita Gupta, a partner in the team and excellent at business strategies.
Also on board are leaders and veterans in the trade, in the positions of VP – Sales, VP – Operations, Advisors for Food
Production and Sales & Marketing.
VP Training ; VP Operations
*Cumulatively, this team has over 100 years of experience

4. HISTORICAL EXPERIENCE DATA OF THE TEAM
The team has been actively associated with the following brands over a couple of decades,
either as part of the Core Team, as Consultants, or in Directorial and Managerial positions:

5. PLAN FOR THE COMPANY
Vertical 1 : Retail Sales
The Indian retail industry has emerged as one of the most dynamic and fast-paced industries due to the entry of
several new players. Total consumption expenditure is expected to reach nearly US$ 3,600 billion by 2020 from
US$ 1,824 billion in 2017. It accounts for over 10 per cent of the country’s Gross Domestic Product (GDP) and
around 8 per cent of the employment. India is the world’s fifth-largest global destination in the retail space
We are in the process of setting up our own brands for Retail Sale, which will also be backward
integration for Vertical 2 with our own captive consumption with a range of varied products:

6. PLAN FOR THE COMPANY
Vertical 2 : Horeca Supplies
Foodtech in India is as shown here
Entities such as Fresh Menu, Little Food Daily, Food Darzee, InnerChef, HelloGreen, etc, are growing by
almost 100% year on year. This then encourages the plan for supplies for pre-cooked and ready-to-cook
foods to various to such entities. These entities have a number of satellite kitchens and have delivery
arrangements giants such as Swiggy, Uber Eats, Amazon and others.
On the flip side these delivery giants shy away from setting up central/feeder kitchens for their satellite
kitchens in each city. An apt thought is to utilize the spare space at the flight kitchens to process foods
for these orders/deliveries without getting in the hassles of institutional catering etc.

7. PLAN FOR THE COMPANY
Vertical 3 : Hotel Management and Consultancy
Riding on the back of economic growth due to recovery in the global conditions, resulting in higher movement in the meetings, incentives, conferences
and exhibitions (MICE) segment, and the consistently growing middle class having increasingly disposable incomes and a fondness for travel, the hotel
industry is expected to post a robust growth of 7%-9% in FY18-19, according to a report by CARE Ratings. Another factor named by the report as a
driving force for growth is India’s attractiveness as a medical tourism destination
According to India Brand Equity Foundation (IBEF), the tourism and hospitality sector’s direct contribution to GDP surged by 23.6% in 2017, raising
the share of the industry (direct & indirect) to Rs5.9 trillion

8. Management Expertise
offered for Hotels

9. MANAGEMENT EXPERTISE OFFERED
Sales & Marketing:
We shall have a pan-India Sales network which will offer partner hotels national key market visibility and maximize the revenue potential by providing a range of programs guaranteed
to increase yields. Our Sales & Marketing services include, among other avenues: Unique Sales & Marketing Programs, Marketing & Public Relations, Online & Print Marketing
Strategies, Sales & Marketing Audits and Recommendation.
Operations:
We aim to keep our operations simple, elegant and effective. We go out of our way to ensure that special emphasis is placed on warm, friendly service. Every aspect of our Operations is
documented in the appropriate Manuals which have been created specifically for our style of hotel operation. These standards are constantly monitored through an umbrella of
periodical Management Audits/Quality Assurance checks. Attention to detail is the hallmark of the Mars Management Team.
Materials Management:
The efficiency of our Purchasing, Receiving and Stores is maintained by developing and applying sound purchasing principles, practices and techniques to the supply functions. This
ensures maximum profitability through judicious and ethical buying of materials, equipment, supplies and services. The policies and proce- dures for the Purchasing and Stores
departments have been developed by us in-house, using our decades of experience suited to the nature of our operations. Our success in Purchasing is a vital contributor to smooth and
efficient operations. All the information required is avail- able in our detailed Manual, which is invaluable in the day-to-day operations as well as fundamental to the training of new
employees
Financial & Accounting Systems, MIS :
Installation of financial and accounting systems and policies, revenue and capital budgeting and forecasting, working capital management monitoring and controlling receivables and
payables. Management Information Systems (MIS) to assist in streamlined cost effective operations, revenue management systems and food and beverage cost controls.
Human Resources & Training:
We regard our team members as ‘assets’ and provide them with good working conditions, good compen- sations and a career progression within the Mars Group. We have an in-house
training department to impart soft skills and cater to operational training inputs with the aid of departmental trainers. Team members undergo practical and classroom training
throughout the year, and their test scores are one of the criteria for career advance- ment. All team members are incentivized through a Performance Linked Incentive (PLI scheme)
which is based on productivity and prof- itability of their unit/department. This scheme allows team members to supplement their remuneration bi-annually and also gives them a
genuine sense of participating in ownership.
Quality Assurance, Systems & Standards:
A high degree of care is taken by us to ensure maintenance of a high level of quality and hygiene throughout the organization. Our quality assurance team conducts random quality
checks, which include adherence to quality standards and entail food and beverage testing, machine swabs, hand swabs, etc. We maintain well documented systems and uniform
procedures through operating manuals for all our brands as well as in the areas of Human Resources, Materials Management, Security, Information Technology and Corporate Policies.
All these manuals are available to team members on our Intranet and undergo regular updates based on business needs
Project Management:
Also available with personnel competent in this field.
.

10. CREATING & EXECUTION OF MANUALS
• Evaluation and assessment of current SOPs in place, if any
• Manuals will be created for each operational department
• Standardisation of each process will be done through these documents
• To ensure proper execution of the manual thorough training sessions
will be conducted under highly skilled professionals in :
• Soft skills (focusing on hospitality)
• Departmental Training Programs designed for the Managed and
Leased Hotels

11. F&B MENU PLANNING & EXECUTION
• Standardisation of all major products/Concepts
• Standardisation of menus
• Consider bringing in branded restaurants for better F&B
revenue wherever possible

12. HOUSEKEEPING & PROPERTY MANAGEMENT
• Standardisation of housekeeping services
• Regular training by industrial leaders in facility management

13. PROCUREMENT & TRAVEL MANAGEMENT
• Will be done through industry leaders for better value for
money propositions
• Leaders in Logistics will set-up Travel Desk and Logistics for
each Property

14. NEW PROPERTY ACQUISITION
• The properties that are signed by J Hospitality Services are co-
branded
• Sales & Marketing will be managed by Experts at J Hospitality
Services

15. TERMS OF CONTRACT
• Fixed lock-in tenure of 5 - 9 years
• Properties acquired by J Hospitality Services will be co-
branded with various Hotel groups. NDAs will have to be signed
by both parties
• For all the above mentioned services, a lump sum amount per
property basis can be mutually agreed upon (3% of Top line
plus 10% of the GOP or the MG which ever is higher)

16. Thank you