15-05-2025
Minor Hotels CEO on Profit Rebound, Experiential Luxury, and Global Expansion
Minor Hotels is leaning on its luxury origins, direct booking push, and owner-led model to compete with the industry's biggest players.
Minor Hotels CEO Dillip Rajakarier said the company's luxury-first strategy, owner-operator model, and emphasis on direct distribution are helping it compete with larger global brands in a post-pandemic travel environment.
Speaking at Skift Asia Forum in Bangkok, Rajakarier outlined how Minor is building on its recent return to profitability with plans to grow its hotel portfolio, deepen guest engagement through a unified brand platform, and further explore experiential travel.
Minor operates 560 hotels under eight brands, including Anantara, Avani, Tivoli, and NH Hotels.
Minor Targets Growth as Market Mix Shifts
Minor has seen strong demand across Southeast Asia, particularly in Thailand and Vietnam, along with continued momentum in the Maldives and the Middle East.
Europe remains a tougher market, though Rajakarier said revenue per available room (RevPAR) in Thailand grew by 25% year-over-year and by 8% in Europe despite the off-season.
In Thailand, exposure from HBO's The White Lotus boosted performance: "We see a very strong demand growth, as much as a 40% increase in rates at our hotels, because four of our hotels were where The White Lotus was filmed," said Rajakarier.
Minor is adjusting its focus as travel patterns shift in key markets. While China's demand has softened, India and other countries are becoming more important.
"China used to be our number one key market, and today it's gone to number five, but India has risen to number three. So we have Russia, India, Japan, and Korea as some of the key markets to drive demand in this region," he said.
Focus on Experiential Luxury
Rajakarier said Minor's early positioning in luxury travel has become a competitive advantage as other global brands attempt to move upmarket.
'We started as a high-end ultra luxury travel brand, which is Anantara, and then we created some of the other brands because of the market demand we have ... We understand what luxury is."
Minor defines experiential luxury through local immersion, design, and storytelling. He said travelers increasingly expect authenticity over uniformity, especially in Asia and the Middle East.
'It boils down to real, authentic experience to embrace the local culture. Because if you're in Thailand, you know you want to feel the Thai culture. You want to feel the Thai hospitality. You want ... the food, and the experiences it offers.'
Minor Pushes Owner-Led Operations and In-House Capabilities
Minor positions itself as both a hotel owner and operator, a model Rajakarier said helps the company focus on return on investment (ROI) and asset value for partners.
'We think like owners and we execute as a management company, which makes us very different.'
That includes controlling operations typically outsourced by global brands. Minor develops its own food and beverage concepts and is expanding in wellness.
'We don't employ consultants to come and tell us how to run F&B. We have our own F&B concepts, and that's what we drive," said Rajakarier.
Unified Brand Strategy and a Streamlined Loyalty Program
Minor recently unveiled a masterbrand strategy, bringing its eight hotel brands under the 'Minor Hotels' umbrella. The goal is to simplify booking and increase direct traffic.
'We've driven, like, from 12% to 20%, and I think this year our target is 25 plus," said Rajakarier.
The brand consolidation improves visibility in multi-property destinations such as the Maldives, where Minor now operates nine hotels.
Its loyalty program is operated through a partnership with Global Hotel Alliance. Guests can earn and spend Discovery Dollars across 40 brands.
The group has over 30 million loyalty members and claims to lead the industry in loyalty engagement.
'When you look at loyalty members per room compared to the big four or the big five, we're the highest," he said.
