Within a sector traditionally dominated by established chains, Monarch Group of Hotels symbolises a fresh wave of entrepreneurial innovation in India’s midscale hospitality industry. Established in 2018, the group has quickly grown to over 25 locations, emphasising operational discipline, identifying market gaps, and scalable expansion. Kaushik Kurkal, Founder & Managing Director, Monarch Group of Hotels, a first-generation entrepreneur without any legacy support, brings a sharp, execution-focused vision to the industry. By employing a hybrid expansion approach and creating flexible operational systems, Kurkal has guided Monarch’s development into a swift, competitive entity. In an interview with Hospitality Biz, he shares insights on initial risks, strategic decisions, and long-term goals that are driving Monarch’s growth amid an evolving hospitality environment.
1. As a young entrepreneur who entered hospitality without a legacy background, what early decisions or risks do you believe were most critical in shaping the growth trajectory of the Monarch Group of Hotels?
I strongly believe that no industry is out of reach for an entrepreneur driven by conviction and enthusiasm. When we evaluated the hospitality sector, we identified a clear gap—there was significant room for emerging brands to establish themselves, especially in the midscale segment. Entering a highly competitive industry without prior legacy or backing was certainly a risk, but it also gave us the flexibility to think differently and act decisively. Our willingness to take that leap early on, combined with a sharp focus on execution, played a critical role in shaping the growth trajectory of the Monarch Group.
2. With the Monarch Group of Hotels scaling to 25+ properties since 2018, what has been your core expansion strategy—asset-light, ownership, or hybrid—and how has that evolved?
At the outset, an ownership-driven model was not feasible due to the high capital requirements associated with hospitality assets. As a result, we began with a more asset-light approach. However, as we gained confidence in our operational capabilities and market understanding, we gradually moved towards ownership. Today, nearly 50% of our inventory is owned—a significant milestone achieved within a short span of six years. Going forward, we intend to maintain this balanced, hybrid approach. Our comfort with ownership, combined with strategic partnerships, is something that distinctly sets us apart from many other brands in this segment.
3. Coming from a non-hospitality background, how did you identify operational inefficiencies during your first refurbishment project, and what scalable systems have you since institutionalised across the portfolio?
One of the earliest and most important observations we made was the lack of structured Standard Operating Procedures (SOPs), particularly among smaller hotel chains. At the same time, larger brands often had rigid systems that lacked flexibility for customization. This gap became our opportunity. We focused on building and implementing strong, practical SOPs that were both structured and adaptable. Over time, these SOPs have become the backbone of our operations, enabling consistency, efficiency, and scalability across all our properties.
4. In an increasingly competitive midscale and budget segment, how do you differentiate Monarch’s brand positioning while maintaining strong unit-level profitability?
Our approach is rooted in consistency and long-term vision. While we stay aligned with market trends and evolving customer expectations, we avoid reactive decision-making. Instead, we focus on steady, day-by-day growth, guided by clearly defined internal goals. This disciplined approach allows us to maintain a distinct brand identity while ensuring operational efficiency and strong unit-level profitability across our portfolio.
5. What role do technology, distribution channels, and revenue management play in your growth model, particularly in driving occupancy and RevPAR across multiple markets?
Technology, distribution, and revenue management are integral to our growth strategy—they are no longer optional but essential. In a rapidly evolving hospitality landscape, these elements play a crucial role in optimizing occupancy and maximizing RevPAR. We continuously explore new tools, platforms, and innovations that can enhance our efficiency and market reach. Our focus remains on staying agile and leveraging emerging technologies to maintain a competitive edge.
6. What are your priorities in terms of geographic expansion, investor partnerships, and portfolio diversification within India’s evolving hospitality landscape?
Our primary focus continues to be on strengthening our presence in corporate-driven markets, which remain our core segment. At the same time, we are actively working on diversifying our portfolio. We are currently in the planning phase of launching a dedicated leisure brand, which will mark an important step in our expansion journey. This move will allow us to tap into new customer segments while maintaining our stronghold in the business hospitality space.
A Vision Rooted in Simplicity and Scale
At its heart, the Monarch story is one of clarity—identifying opportunities, building strong systems, and scaling with purpose. For Kaushik Kurkal, the journey is far from complete.
With a balanced growth strategy, a strong operational foundation, and an eye on emerging opportunities, Monarch Group of Hotels is steadily positioning itself as a formidable player in India’s hospitality sector—one property, and one decision, at a time.
