The situation stretched from hotel lobbies to airline counters and tourist sites
More than 50 percent of bookings were reportedly canceled in major Indian cities following “Operation Sindoor,” the country’s response to a terrorist attack on April 22 in the town of Pahalgam. Pictured are supporters of the Bangiya Hindu Mahamanch in Siliguri, India, waving posters in support of the operation. Photo by Diptendu Dutta / Middle East Images / Middle East Images via AFP
Vishnu Rageev R is a journalist with more than 15 years of experience in business journalism. Before joining Asian Media Group in 2022, he worked with BW Businessworld, IMAGES Group, exchange4media Group, DC Books, and Dhanam Publications in India. His coverage includes industry analysis, market trends and corporate developments, focusing on retail, real estate and hospitality. As a senior journalist with Asian Hospitality, he covers the U.S. hospitality industry. He is from Kerala, a state in South India.
FOLLOWING INDIA’S “OPERATION Sindoor,” a cascading crisis has hit the hospitality and travel sectors. More than 50 percent of bookings were canceled in major cities, while online travel platforms suspended international offerings.
Operation Sindoor was India’s response to the April 22 terror attack in the town of Pahalgam in the state of Jammu and Kashmir that killed 26 people, mostly tourists. India and Pakistan have agreed to a ceasefire for now, but the crisis is still having an impact from hotel lobbies to airline counters and tourist sites, according to media reports.
India launched Operation Sindoor on May 7, targeting nine camps in Pakistan-occupied Kashmir and neutralizing an estimated 100 terrorists, Hindustan Times reported, citing Indian Army officials. Pakistan retaliated and both sides have accused the other of violating the ceasefire, triggering a cycle of violence that has spilled into civilian sectors, particularly tourism and hospitality.
“This is a proud week for India, but also a deeply sad one,” said California-based hotelier Sunny Tolani in an interview. “Radical Islamic terrorists attacked a tourist city, our hospitality hub, during a U.S. vice president’s state visit. The brutality of that attack shook us all.”
Cancellations: The new norm
Major hospitality chains, including Tata Group-owned Indian Hotels Company Ltd—the parent of the Taj brand—and Ventive Hospitality, a partner to Marriott International and Hilton Worldwide Holdings in India, reported sharp business declines, according to Financial Express.
“More than 50 percent of bookings across Mumbai, Delhi, Bengaluru and Chennai were canceled in the past week,” an industry executive was quoted as saying in the report. “We expect at least a 40 percent slump in May revenue if this continues.”
HSBC Global earlier estimated that IHCL could face daily EBIT losses of Rs 1–1.5 crore (approximately $120,000 to $180,000), while Ventive may lose around Rs 50 lakh (about $60,000) per day, largely due to reduced inbound international travel. Corporates such as HDFC Bank, Axis Bank, and Tata Communications have also issued travel advisories.
“The safety and security of our guests and associates is of paramount importance to us,” an IHCL spokesperson said, according to the Financial Express. “This is an evolving situation, and we are monitoring developments closely.”
IPL, other events suspended
Corporate events and conferences—a key hotel revenue stream—have been directly affected. One Chennai hotel saw 100 room cancellations for a single event; another in Mumbai's Juhu area reported losses of Rs 1 crore (approximately $120,000) in two days due to scrapped functions.
“Corporate travel and MICE (meetings, incentives, conferences, exhibitions) are feeling the impact, with companies restricting non-essential travel and rescheduling events,” said Mandeep S. Lamba, president and CEO at HVS ANAROCK, a hospitality consultancy firm.
The Board of Control for Cricket in India temporarily suspended the Indian Premier League, a tournament that books more than 30 luxury hotels across 13 cities, including Mumbai, Ahmedabad, and Hyderabad. The suspension deepens losses, though new dates for the tournament have been announced.
Meanwhile, hotels have begun implementing cost-saving measures.
“Top-level meetings were held late last week to determine steps like hiring freezes, limiting gig staff, and reducing heating, lighting, and power consumption,” an executive from a five-star hotel chain told FE.
Properties are also reportedly consolidating guests on specific floors to optimize energy usage.
Boycotts trending
The fallout extends to international markets. On May 10, online travel platform Ixigo suspended all hotel and flight bookings to Turkey, China and Azerbaijan after these countries condemned Operation Sindoor and warned of escalation.
Cox & Kings and Travomint followed suit. Karan Agarwal, director at Cox & Kings, confirmed suspending all new travel offerings to Azerbaijan, Uzbekistan, and Turkey.
“This is driven by our commitment to uphold principles that matter deeply to us and the people of our country,” he said.
“We have decided to support the Indians' call for boycotting Turkey and Azerbaijan,” said Alok Singh, CEO of Travomint.
Long-standing frustrations
For Tolani, the situation has reopened old wounds.
“Since 1947, India has pursued diplomacy,” said Tolani, who is also the founder and CEO of The Prince Organization. “We are rooted in non-violence. But what has that gotten us? Ceasefire violations, terror attacks, and now full state funerals for terrorists.”
He referred to Pakistan’s decision to give state burials—typically reserved for heads of state—to those killed in Operation Sindoor.
“That wasn’t a condemnation; it was an endorsement,” Tolani said. “Pakistan’s civilian government is powerless. The army and ISI run the country. Not one democratic administration has completed a full term in over 70 years.”
Tolani said he has reached out to global leaders, including U.S. President Donald Trump and Chinese President Xi Jinping. Still, he believes only India and the U.S. can dismantle the regional terror infrastructure.
“Let’s not forget, many of the 9/11 terrorists trained in the same camps targeting India today. These are not isolated threats, they are globally intertwined.”
Hope amidst hostility
Despite the tension, Tolani expressed empathy for the Pakistani people.
“Many Indians have family across the border. I have cousins in Pakistan,” he said. “Our bloodlines are connected. But they’re suffering under a military stranglehold.”
He suggested that countries like Bangladesh and China could help by creating jobs and dignity.
“Give the people something dignified—factories, jobs, hope,” Tolani said. “This constant drumbeat of declaring India and the U.S. as enemies is ruining them.”
Trump’s 50 percent tariff on Indian goods took effect on Aug. 27.
Hospitality businesses in both countries could be hit.
U.S. treasury secretary calls the India-U.S. relationship “very complicated” but expects resolution.
PRESIDENT DONALD TRUMP’S 50 percent tariff on Indian goods took effect Wednesday, while Prime Minister Narendra Modi urged citizens to follow the “Vocal for Local” policy and Swadeshi mantra in his Aug. 15 Independence Day address. Beyond exports such as textiles, the U.S. measure is likely to affect travel, tourism and hospitality in both countries.
The Global Trade Research Initiative told the Financial Times that Indian exports to the U.S. could fall from $86.5 billion this year to about $50 billion in 2026. Textiles, gems, jewelry, shrimp and carpets are expected to be most affected, with exports in these sectors projected to drop 70 percent, “endangering hundreds of thousands of jobs.”
Meanwhile, India also began outreach programs in 40 markets, including the UK, Japan and South Korea, to increase textile exports, Economic Times reported. Officials said 40 select markets, including the UK, Japan, South Korea, Germany, France and Australia, “hold the real key to diversification.” These countries import more than $590 billion in textiles and apparel annually, while India’s current share is around 5 to 6 percent.
‘Trade embargo’
The duties, 16 percentage points higher than China, 31 points higher than most Southeast Asian countries and 35 points above South Korea, have raised U.S. tariffs on Indian goods to levels Nomura described as a “trade embargo,” the Guardian reported.
However, the U.S. hotel associations, including the AAHOA and the American Hotel & Lodging Association, have not commented, though the tariffs raise costs for imported furniture, textiles and kitchen supplies. Higher costs may also increase guest prices, delay renovations and reduce profitability.
The tariff increase may also affect U.S. companies operating in India, including Hilton Hotels & Resorts, Marriott International, Wyndham Hotels & Resorts and Choice Hotels International, all of which have announced expansion plans. Tesla recently opened an outlet in Mumbai.
‘Vocal for Local’
Prime Minister Narendra Modi urged traders and shopkeepers to follow the “Vocal for Local” mantra and buy Indian products, saying this will keep money within India, The Hindu reported.
“Have faith in Indian goods. If you are Indian, buy only goods made in India. Choose items made in India, by Indians,” he said at an event in Delhi. “I want to appeal to my fellow traders and shopkeepers: support me in following the mantra of ‘Vocal for Local’. This will benefit the country and the money spent on the goods you sell will stay within India.”
Modi also highlighted India’s progress in manufacturing, saying 11 years ago the country imported most phones.
“Today, the majority of Indians use Made in India phones,” he said. “Each year we produce 30–35 crore mobile phones and we are also exporting them.”
On Independence Day, Modi emphasised self-reliance under Atmanirbhar Bharat across defence and energy, with initiatives in solar, hydrogen and nuclear power. He announced a Reform Task Force to boost economic growth, reduce red tape, modernise governance and prepare India for a $10 trillion economy by 2047.
Howdy Modi backfires
Congress MP Manickam Tagore criticised Modi over the “Howdy Modi” event, saying India has suffered export losses after the U.S. imposed the double tariff.
“Modiji, remember your slogan ‘Abki Baar, Trump Sarkar’?” he wrote on X. “Today, that ‘friendship’ has cost India Rs 2.17 lakh crore in export losses as the U.S. imposes a 50 percent tariff. Your PR politics = India’s economic disaster.”
Tagore said farmers, MSMEs and exporters are bearing the brunt.
“Farmers, MSMEs and exporters are affected: textile exports from Tiruppur, Surat, and Noida face 5 lakh job losses; the gems and jewellery sector is losing 2 lakh jobs; 3 million livelihoods of Andhra Pradesh shrimp farmers are at risk,” he said. “All due to Modi’s failed diplomacy and slogans abroad.”
‘U.S.-India will unite’
U.S. Treasury Secretary Scott Bessent described the India-U.S. relationship as “very complicated” but expressed hope that “at the end of the day, we will come together.”
“President Trump and Prime Minister Modi have good relationships at that level,” he said in an interview with Fox Business. “And it’s not just over Russian oil. India is the world’s largest democracy, and the U.S. is the world’s largest economy. I think at the end of the day, we will come together.”
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The former Marriott executive received the Bharat Gaurav award.
The appointment follows the Accor-InterGlobe joint venture formed earlier this year.
Ranju Alex is Accor Ltd.’s new CEO for South Asia, which includes India, Bangladesh, Pakistan and Sri Lanka. She will lead the company’s business and growth strategy in the subcontinent.
Alex, who joined Marriott International in 2010, served as regional vice president for South Asia, overseeing 170 hotels. The appointment follows the formation of the Accor-InterGlobe joint venture earlier this year, led by Chairman Gaurav Bhushan, to open 300 Accor hotels in India by 2030.
“We are pleased to welcome Ranju to the Accor and InterGlobe family,” said Bhushan. “She brings deep experience, skills, and relationships to our business, and we look forward to building a leading hospitality platform in the region under her leadership.”
Alex began her career with The Oberoi Group in 1993 and held leadership roles at Marriott for more than three decades. She received the Bharat Gaurav award for her contributions to the industry.
“I am delighted to be joining Accor, a company with a comprehensive portfolio of brands in the region,” she said. “It is an honor to take on this role and deliver the Group’s vision in South Asia.”
Accor operates more than 70 hotels in the region and has more than 30 in the pipeline.
Meanwhile, the Accor/Interglobe JV is the exclusive growth platform for the brand’s portfolio in India, focusing on expansion and services for Indian travelers. InterGlobe, parent of IndiGo, is led by Group Managing Director Rahul Bhatia.
OYO reportedly plans to file its DRHP in November for a $7-8 billion IPO.
The company recently delayed its third IPO attempt due to market volatility.
It added more than 150 hotels to its U.S. portfolio in the first half of 2025.
OYO IS REPORTEDLY planning to file its Draft Red Herring Prospectus in November for an IPO targeting a $7 to 8 billion valuation. The company will present the proposal to its board next week.
Discussions with banking partners have increased in recent weeks, with valuation guidance at $7 to 8 billion (about ₹70 per share), or 25 to 30 times EBITDA, Press Trust of India reported citing sources.
"While we cannot comment on any timelines related to OYO's DRHP or IPO plans, as these will be guided by OYO's board of directors and remain at their discretion, OYO continues to evaluate a range of strategic options to drive value for its stakeholders," a company spokesperson told PTI.
In May, OYO delayed its third IPO attempt due to opposition from its largest shareholder, SoftBank, and market volatility.
“Over the past few months, SoftBank has engaged with banks such as Axis, Citi, Goldman Sachs, ICICI, JM Financial and Jefferies in London to assess market sentiment. After assessing market feedback, they are now confident in their decision,” one person aware of the developments was quoted as saying. “The board will be approached next week as the company firms up the details and finalises key strategic elements."
SoftBank remains one of OYO's largest shareholders. Insiders indicate the filing will showcase OYO's first-quarter financial performance, the report said. The hospitality industry also saw double-digit growth this quarter.
OYO is planning a new parent brand identity to unify its portfolio. Earlier this year, OYO CEO Ritesh Agarwal asked for name suggestions for Oravel Stays Ltd on social media. The chosen name may become the group's new name. OYO is also exploring a separate app for its premium and mid-to-premium company-serviced hotels, as the segment has grown across India and global markets.
Agarwal also chairs G6 Hospitality, parent of Motel 6 and Studio 6. Agarwal and G6 CEO Sonal Sinha previously spoke with Asian Hospitality on leadership and performance.
IHCL expands portfolio past 550 hotels by through acquisitions and partnerships.
Promoters of ANK, Pride and Brij come from the Clarks Hotels family.
ANK and Pride operates midscale hotels, Brij focuses on the boutique and experiential segment.
THE INDIAN HOTELS Co. Ltd acquired a controlling stake in ANK Hotels Pvt. Ltd and Pride Hospitality Pvt. Ltd and signed a distribution agreement with Brij Hospitality Pvt. Ltd. The deals expand IHCL’s portfolio to more than 550 hotels, increase its midscale presence to over 240 properties and add the Brij brand.
The promoters of ANK Hotels, Pride Hospitality and Brij Hospitality come from the Clarks Hotels family, IHCL said in a statement.
“India’s hospitality sector has witnessed sustained demand momentum over the last three fiscal years, reflective of the country’s growing economic prominence and rising discretionary spends,” said Puneet Chhatwal, IHCL’s managing director and CEO. “The outlook for the sector remains buoyant as demand outpaces supply and India continues to be an under-served hospitality market, especially in the mid-market segment. Our partnership with ANK, Pride and Brij Hospitality is a multipronged approach addressing India’s heterogeneous market landscape and is in line with IHCL’s five-year road map ‘Accelerate 2030’ of unlocking India’s tourism potential.”
ANK Hotels and Pride Hospitality operate 135 midscale hotels across 110 locations under The Clarks Hotels & Resorts brand, the statement said. These will be integrated into IHCL’s portfolio, mainly under the Ginger brand. Brij Hospitality’s 19 properties will add to IHCL’s presence in the boutique and experiential segment.
“Furthering IHCL’s presence in the midscale segment with the transformation of Ginger, this partnership doubles our portfolio to over 240 hotels addressing the needs of the aspirational traveller,” Chhatwal said. “Expanding our brandscape, the strong brand equity of Brij Hotels in India’s cultural and historical centres extends our offering in the experiential boutique luxury segment. With their legacy and hospitality expertise, the key managerial personnel of ANK, Pride and Brij Hospitality will continue to oversee the running of the respective companies, providing business continuity and enabling future growth.”
The transaction supports IHCL’s asset-light strategy, with most new properties under management contracts or operating leases. It advances the company’s ‘Accelerate 2030’ goal of expanding India’s tourism potential and broadens its presence from midscale to boutique luxury.
Ankur Dalwani, IHCL’s executive vice president and chief financial officer, said the company will fund the investment through internal accruals, supported by strong cash flows.
“The primary investment will be used to unlock value in existing assets and fuel future growth opportunities,” he said.
Meanwhile, Tata Sons recently launched a hospitality platform to support IHCL, allowing it to operate group-owned hotels on a revenue-share model while remaining asset-light. The first project is a 195-room Ginger hotel under construction near Kolkata airport.
“Together with IHCL, we carry forward the shared vision of our respective founders, Jamsetji Tata and Babu Brijpal Das Ji, in shaping and propelling India’s tourism journey," said Anant Apurv Kumar and Udit Kumar, founders of Brij Hotels and promoters of Clarks Group. "IHCL’s legacy of showcasing Indian hospitality to the world resonates with our core objective at Brij Hotels – to immerse travellers in the spirit of India’s most storied destinations. Together, we will blend IHCL’s century-old tradition with our experiential approach, creating journeys that honour our shared heritage, nurture local communities and reveal India in its most significant form. We extend our gratitude to Vijay Thacker from Horwath HTL for helping facilitate this strategic alliance.”
“It is with great enthusiasm that we move forward to new vistas with India’s largest hotel group,” said Anoop Kumar, founder of ANK Hotels. “Our forefathers, who sowed the seeds of the hospitality sector in India in 1947, will be proud.”
IHCL and Ambuja Neotia Group recently announced plans to open 15 hotels across West Bengal, Sikkim and Himachal Pradesh over the next five years.
MHRIL targets 10,000 rooms by 2030, up from 5,700.
It is exploring new models to become more competitive.
It calls the goal “conservative” amid India’s post-COVID tourism boom.
MAHINDRA HOLIDAYS AND Resorts India Ltd., a subsidiary of Mahindra Group, is aiming to have 10,000 rooms by 2030. The company is expanding beyond vacation ownership into the travel and tourism sector, Anish Shah, Mahindra Group CEO and managing director, said in an interview with PTI Videos.
MHRIL, led by Managing Director and CEO Manoj Bhat, had 5,794 keys as of June 30, 2025, and plans to add about 1,000 rooms this fiscal as part of its target to increase its room count to 10,000 by the 2030 fiscal, according to PTI.
Shah said the target of 10,000 rooms by 2030 is "conservative" given the boom in domestic tourism after the COVID-19 pandemic.
"So my response to that is that you're right,” Shah told PTI. “It should be much more. It is a good target right now, as a business looks at various options to go beyond vacation ownership."
The company is exploring new models to become more competitive, moving beyond its Club Mahindra business.
"As those options are thought through, further developed and combined with 'here's what the model is going to be' that will then give us a better sense of how we can play this in a much bigger way,” Shah said. "Our goal is very clear, to be the number one leisure hospitality player in India and that is something that we have been able to show, as we've seen from all the feedback we get from customers who go to our resorts. The experience has always been fantastic, and that is one that we've been able to deliver for families in leisure destinations, and we want to do that on a much larger scale."
Asked why the group has stayed away from conventional hotels and restricted itself to Club Mahindra, Shah said.
"That has been the model of the past but the business is looking at various options now, and is exploring, what are models that make sense, and how can we expand beyond just vacation ownership that we are doing (now)," he said.