India’s hospitality map is being redrawn, with Nashik emerging as a fast-growing lifestyle and wine tourism destination. As demand diversifies across leisure, weddings and MICE, Jatish Ghai, General Manager at Radisson Blu Hotel & Spa, Nashik, shares how the property is leveraging this momentum through curated experiences, strong non-room revenue streams and operational efficiency. Asmita Mukherjee excerpts…
How do you assess the current demand dynamics in the Nashik market, particularly across leisure, weddings and MICE segments?
Nashik has firmly emerged as a high-potential, multi-segment destination, driven by its strategic accessibility and evolving positioning. The city benefits significantly from being a key drivable market from Mumbai, Pune and Surat, complemented by direct air connectivity to major metros such as Delhi, Bengaluru, Hyderabad and Ahmedabad. Leisure demand is witnessing consistent growth, fuelled by weekend travel, wine tourism and a rising preference for experiential stays. At the same time, the weddings segment has seen a sharp uptick, with Nashik increasingly becoming a preferred alternative to traditional destinations like Udaipur and Goa, supported by its scenic vineyards, cost advantage and strong venue infrastructure. MICE demand is also expanding steadily, particularly for corporate offsites, leadership meets and incentive travel, given its proximity to Mumbai’s corporate base. Overall, Nashik is transitioning from a secondary market into a primary short-haul destination, with balanced demand across key segments.
Nashik is increasingly positioning itself as a lifestyle and wine tourism destination. How do you see this impacting RevPAR and occupancy trends over the next 2–3 years?
Nashik’s evolution into a lifestyle and wine tourism hub is expected to significantly strengthen both occupancy and rate performance over the next few years. Improved infrastructure, particularly reduced travel time, approximately three hours from Mumbai and four hours from Pune, will act as a major growth catalyst. As a result, occupancy levels are expected to stabilise at higher base levels, supported by strong weekend demand and a gradual increase in midweek corporate travel. RevPAR is also projected to witness double-digit growth, particularly driven by the leisure segment, as the destination continues to attract more premium travellers seeking curated experiences.
What specific strategies will you deploy to drive occupancy and improve rate realisation in a market that is still evolving in terms of premium hospitality demand?
In an evolving premium market like Nashik, product differentiation and experience curation remain critical to driving both occupancy and rate realisation. The property is positioned as a leading upper-upscale lifestyle hotel in the city, commanding the highest ADR in the market, supported by strong guest validation through high ratings on booking platforms and consistent delivery of quality and service. A key focus has been on developing destination-led packages that leverage the local landscape. Recently launched offerings include “India Wine Trails,” a curated experiential package that showcases Nashik’s vineyards across luxury and boutique formats, complemented by vinotherapy at the Atman Spa and wine-paired dining at the Indian Wine Studio. In addition, a family-centric staycation package has been introduced, catering to multi-generational travellers with experiences ranging from vineyard visits and pilgrimages to boat club outings, alongside premium in-hotel amenities such as a temperature-controlled pool, squash court and a wide range of indoor and outdoor activities. These flexible packages are designed to cater to diverse guest preferences while enhancing overall value perception.
Ancillary revenue is becoming critical for profitability. How do you plan to maximise non-room revenue streams such as F&B, wellness and events at the property?
Ancillary revenue has become a cornerstone of profitability, and the property has built a strong ecosystem to drive non-room revenues, which currently contribute nearly 52 percent of total revenue. This is supported by a robust portfolio of offerings, including Atman Spa, an award-winning wellness destination that attracts both in-house guests and local clientele, and The Smoked Vine, a leading all-day dining restaurant with strong rankings on TripAdvisor. The hotel also features “Governor Sahab,” a modern Indian dining concept with strong brand recall and recognition among the best non-metro restaurants. A diverse culinary approach, including live kitchens, sushi bars, dim sum stations and themed dining experiences during events and weddings, has become a key differentiator. This is further complemented by expansive outdoor lawns spanning 20,000 square feet overlooking the historic Pandav Leni Caves, along with the largest banquet facilities in the city, positioning the property as a preferred destination for weddings, MICE and social events.
Given your background with brands like Radisson Hotel Group and Marriott International, what best practices are you bringing to Nashik in terms of revenue management and operational efficiency?
Drawing from experience with global hospitality brands, the focus has been on driving differentiation through a combination of innovative F&B concepts and elevated guest experiences. The property offers an all-live kitchen international buffet, a curated French bistro lounge and dynamic dining formats that evolve regularly, including themed buffet experiences and live pizza counters even at banquet events. Premium offerings are further strengthened by the Radisson Club, which provides exclusive facilities such as dining, fitness, spa and salon services. A standout highlight remains “Governor Sahab,” a distinctive restaurant concept that blends nostalgia with modern Indian dining. Backed by warm and efficient service, these elements collectively create a strong competitive edge, enabling higher rate realisation and maximising revenue across segments.
With ongoing global uncertainties impacting supply chains and fuel availability, how is the hotel preparing to manage operational disruptions and cost pressures?
Current global uncertainties are being approached as an opportunity to enhance operational efficiency, with many learnings drawn from the Covid period. The hotel has achieved a 30 percent reduction in PNG consumption through optimisation measures and is transitioning towards electric kitchen solutions, particularly for large-scale banquet operations. Additionally, the introduction of EV and hybrid fleet solutions is helping reduce dependency on fossil fuels. These initiatives not only mitigate cost pressures but also align closely with the property’s broader sustainability goals.
As a leader, how would you define your management style, and how do you plan to build high-performing teams in a competitive talent environment?
The leadership approach is both participative and performance-driven, with a strong emphasis on team engagement and accountability. Teams are encouraged to contribute ideas across revenue generation, cost optimisation and guest experience, with structured forums held quarterly to capture and implement innovative suggestions. Performance is closely monitored through monthly KPIs and regular reviews, while continuous focus is placed on training, engagement and empowerment. This balanced approach helps build high-performing teams capable of adapting to a competitive and evolving hospitality landscape.
What is your long-term vision for positioning Radisson Blu Hotel & Spa, Nashik within India’s growing luxury and experiential hospitality landscape?
The long-term vision is to position the hotel as the most preferred destination for leisure, MICE and weddings in Nashik, while also setting a benchmark for lifestyle-led luxury hospitality in emerging markets. The property aims to establish itself as a hub for experiential travel, particularly in the areas of wine tourism and curated stays, aligning with the broader evolution of Nashik as a lifestyle destination.
What immediate operational adjustments can hotels implement to remain agile in the face of supply chain disruptions or resource shortages?
Agility in the current environment requires a clear shift towards electric solutions and local integration. The future lies in adopting all-electric kitchens, expanding EV fleets and reducing reliance on traditional fuel sources. At the same time, hiring local talent and investing in skill development can create a more resilient workforce. Ultimately, the way forward for hotels is to become leaner, more sustainable and deeply integrated with local ecosystems, ensuring both operational stability and long-term growth.
