Asmita Mukherjee 
Ahuja Residency, with a presence of over 500 properties across major Indian cities like Delhi NCR, Mumbai, Pune, Bangalore, and Chennai, has consistently redefined industry standards. In a candid conversation, Jaideep Ahuja, the Managing Director and CEO of Ahuja Residency at the helm of this dynamic enterprise, opens up about the challenges faced, the strategic decisions that propelled their remarkable growth, and the ambitious vision to expand their footprint across India and the Middle East.
From starting as a bed to breakfast, during the 1982 Asian Games to becoming the leader in the service department sector, What were the key factors behind the transformation?
Our group has always been rooted in hospitality, staying firmly focused on this sector. Recognizing the lack of quality and consistency in the budget segment, we set out to standardize the guest experience across all our properties whether residencies, guest houses, or hotels.
Smaller properties often lack professional staff compared to larger hotels. However, our dedicated focus on hospitality and a skilled management team enabled us to overcome this challenge. By bringing in top talent, we ensured a superior and reliable guest experience, setting a new benchmark for quality in the budget segment.
What challenges did you face while introducing this concept in India, and how did you overcome them to set industry benchmarks?
In the ’80s and ’90s, serviced apartments were an undefined category, and introducing the concept posed a major challenge. As we scaled—managing 500 apartments in one location—the complexity of operations became clear. Unlike hotels with structured hierarchies, serviced apartments require self-reliant teams, as daily supervision isn’t feasible. Hiring for such roles, especially in India where multi-layered oversight is the norm, has been a significant hurdle.
Compounding this, 80% of our clientele is Japanese, known for their exacting standards. To meet these expectations, we implemented rigorous training and a cultural immersion program, sending 6–10 senior team members annually to Japan. This initiative has been pivotal in bridging cultural gaps and delivering the perfection our clients expect.
With over 500 properties across major cities, what strategies and milestones contributed to Ahuja Residency’s nationwide growth?
Our nationwide growth has been driven by the trust we’ve built with Japanese and Korean communities. Starting in Delhi NCR, we followed their expansion to areas like Gujarat, Andhra Pradesh, and Neemrana, setting up serviced apartments at their request based on positive experiences in Gurgaon.
Expanding across states comes with challenges, as each market requires a deep understanding. However, our strong relationships with Japanese and Korean clients gave us a strategic advantage. In cities like Mumbai, where we already had a hotel presence, we leveraged ties with corporate clients like Nestlé to serve them across multiple locations. Building trust was key once established, it enabled seamless expansion.
The demand for serviced apartments has grown with the rise of long-term stays and flexible accommodation preferences. What trends have you noticed within your portfolio?
The demand for serviced apartments is rapidly increasing in metropolitan cities like Mumbai, Bengaluru, Delhi NCR, and Pune due to India’s growing appeal for business, tourism, and urban living. Here’s why this trend is taking off:
Serviced apartments are emerging as a preferred choice, meeting the evolving needs of travellers and residents while creating significant opportunities for the real estate and hospitality sectors.
Which cities or regions have shown the highest demand for serviced apartments? Can you share any data on occupancy rates, average guest stays, or demographics across your properties?
The demand for apartments is rising nationwide, fueled by growth in metro cities like Mumbai, Delhi, Bangalore, Hyderabad, and Pune, along with emerging IT and manufacturing hubs. Foreign investments, particularly from regions like Spain, attract expats who follow the money, driving further demand for housing. Gujarat and Maharashtra are seeing the largest influxes, but there is also notable development in Uttar Pradesh and Madhya Pradesh. Infrastructure projects, such as the Mumbai-Ahmedabad bullet train, bring in additional expats, further boosting housing needs. Despite this growth, the apartment sector remains unorganized, with limited data on demand and supply, unlike the more structured hotel market. Our demographics consist of 90% expats, predominantly Japanese and Korean, with 10% NRIs. The average length of stay is 2 years, and we maintain a strong 95% occupancy rate.
What are your future plans for Ahuja Residency in terms of expansion, innovation, or diversifying offerings within the hospitality sector?
We will continue focusing on the mid-market hotel and service apartment sectors, with no plans to diversify beyond that for now. Our strategy includes expanding our apartment business into more cities across India and exploring opportunities in the Middle East. Our primary focus remains on the expat living service apartment segment.
