Raymond Bickson has been a driving force in the industry for many years, working on 4 continents, in 9 countries and in 13 cities with Regent International Hotels, The Rafael Group Hoteliers and now as Managing Director and Chief Executive Officer of the Indian Hotels Company, which includes the iconic Taj brand. Here we speak to him to gain a unique insight into his 38 year career.
What do you consider to have been your greatest achievement during the 11 years you have been at the helm of the Indian Hotels Company?
My mission is and has been to continue to expand our brand footprint worldwide; to ensure that our Taj associates continually receive the industry’s best training at every level and stage of their careers; to see that we fully support the communities in which we live and work; and that every day we deliver authentic, inspired Indian hospitality with a distinctive sense of place and purpose.
Of all of these I think I’m proudest of our growing Taj family and the recognition our teams receive for their inspired service and engaging guest experiences while experiencing rapid growth and achieving significant brand recognition worldwide.
Since 2003, we have been opening new properties every 8 weeks. In 2005, we acquired The Pierre, A Taj Hotel, on New York’s Central Park, as our U.S. flagship and went on to add two additional U.S. luxury properties, Taj Boston on Boston’s Public Garden and Taj Campton Place on Union Square in San Francisco, in 2007. We now operate 127 hotels in India and 11 countries, which include India, Bhutan, Sri Lanka, USA, UK, Morocco, Australia, South Africa, Zambia, Malaysia, Maldives and UAE.
We have grown our signature portfolio of authentic, carefully restored Indian palaces with the opening of the Taj Falaknuma Palace in Hyderabad, formerly the private guest home of the ruling Nizams, in 2010. That same year we added a contemporary new-build tower to historic buildings in Cape Town, South Africa, to create the innovative Taj Cape Town.
Another initiative was the creation of a state-of-the-art Harvard Business School learning centre at Taj Lands End in Mumbai to further business and management learning for an economy experiencing exponential growth.
We have also refined our brand architecture to ensure that we offer products for every market segment. Taj is our luxury brand. Our new Vivanta by Taj brand is designed for the four-star modern traveller who works and plays hard, featuring energetic contemporary design, smart technology and vibrant, casual entertaining options. Gateway Hotels are mid-market properties in commercial centres and popular vacation destinations. And we launched Ginger to cater to the economy segment.
Our clearly delineated brands are well-received by travellers in each segment. Indeed, Taj was recognized by Credit Suisse in a recent survey as one of the world’s 27 “Great Brands of Tomorrow.” Awards and audits show that our luxury Taj brand is on par with the best in the world, especially celebrated for warmth and gracious service and inventive culinary experiences.
The name Taj, which forms part of your portfolio of hotels, is synonymous with service. How would you describe the unique brand of hospitality that Taj offers?
Taj Hotels began in the early 1900s with the opening of our flagship hotel, The Taj Mahal Palace, in Mumbai, conceived by our founder, J. N. Tata, in the 1890s to be welcoming and inclusive. This jewel overlooking the Gateway of India known affectionately as “The Taj” is one of the world’s original grand hotels, in large part, because Heads of State and celebrities immediately succumbed to its authentic Indian hospitality.
The Taj radiates tradition, diversity, generosity and innovation. It is a beacon for the who’s who list from world leaders to local families. And it is home to a remarkable dedicated Taj family of staff who always go the extra mile for each other and our guests. The Taj has set the tone for what has become our global journey, inspiring the heart and soul of every one of our hotels around the world.
The philosophy of warm and intuitive service in our four brands that flag 127 hotels and resorts worldwide is the same way in which we first welcomed the world in 1903. It is not surprising that, with a parent company born in India, a country with more than 5,000 years of history, we revere tradition to nurture our future. An ancient Sanskrit saying, “Guest is God”, summarizes our approach to hospitality, which is our signature competitive advantage. We welcome guests as if into our homes, with the utmost care and respect. All of our associates embrace this philosophy on a daily basis. We support their commitment by offering comprehensive training programs at every level. We have established numerous skill centres, awards and rewards to inspire and recognize excellence, and even a Hospitality School to ensure they have every tool they need to succeed.
As important to our commitment to our Taj family, is supporting the communities in which we live and work through a variety of heartfelt Corporate Social Responsibility initiatives. We believe that doing good work is synonymous with doing well.
Educating future generations on how to build livelihoods based on the “Guest is God” philosophy is our best opportunity to both give back and ensure that the Taj brand evolves and resonates into the future, while remaining true to our Indian heritage.
Visiting India is on the bucket list for many people and you are Chairman of the World Travel & Tourism Council’s India Initiative. What message would you like to give anybody who is thinking of visiting, living or working in India?
Experiencing the many facets of India, whether you visit, live or work here, is transformative both personally and professionally. I encourage everyone to touch this amazing culture in some way. It is dizzying, overwhelming, entrancing, and resonates on many levels. In every aspect, India is truly ‘incredible.’ The country is vast, with rich diversity in its people, culture, geography and cuisine. I believe that everyone comes away enriched and enlightened in many ways by their experiences. There is something for everyone: history and heritage, art, colour, music, spice, fragrance, craftsmanship and artistry abounds.
I marvel at the amazing amalgam of ancient wisdom from the intersection of many religions, belief systems and holistic wellness traditions, and take continual inspiration from the people I meet and the genuine warmth they offer to visitors and new residents. In fact, by living and working in India, and seeing the country and its people through the eyes of my family as well as my own, I more fully appreciate the divine light in others. For, it is here, in a culture and place where space is at a premium, that acts of respect and selflessness are most valued.
You have received amazing recognition during your career including the 2007 Corporate Hotelier of the World by HOTELS MAGAZINE and the 2000 World’s Best Hotelier by the UK’s Gallivanter’s Guide – what does such recognition mean to you?
It is extremely gratifying to be honoured by your peers who themselves have accomplished so much in their many years in the hospitality industry, one of the largest and most dynamic businesses in the world. Those who walk the talk know the many challenges and demands that one faces, as well as the personal rewards that come from delighting guests and creating opportunities for next the generation of hoteliers.
What would you consider to be the most important lesson/s you have learnt during the course of your career that you wished you knew when you first started out?
I learned that pleasing people and doing good work is also good business in ways that are both personally and professionally rewarding.
My longtime mentor, Georg Rafael, who started Regent Hotels International and Rafael Hotels, has always said that ‘the hotel industry is really about being a humble soup merchant, the spirit of serving and giving of yourself.’ From him, I learned to perfect the art of hospitality and truly appreciate the process.
Ratan Tata was an impressive colleague and mentor. He kept watch over every aspect of the diversified Tata enterprises and yet allowed each group to manage its own business in accordance with strategic plans. From him, I learned just how championing CSR and philanthropic pursuits can resonate through global enterprises and make a difference to the business, the employees and their communities.
My key lesson that I share with young executives is: be true to yourself, do what you love, and take a leap of faith to follow your dream. Embrace the journey, delight in working hard and learn every day how you can make a difference in others’ lives.
Given how much you’ve achieved, what’s next for you and the Indian Hotels Company?
A rapidly evolving world demands nimble strategies and smart solutions, increasingly relying on technology. Yet the heart of hospitality remains the realm of the humble soup merchant.
So, as we constantly refine our state-of-the-art Taj marketing sites and channels, mobile platforms and instant guest access to information and reservations that ensure highly customized accommodations, dining, catering touring, spa and other experiences, i remain as committed to the “high touch” aspects of hospitality as much as I continue to push for inventive high tech elements that facilitate operations.
About the author
Timothy Millett’s training roles have seen him deliver programs across Australia, Asia, Europe, Africa and America ensuring cultural sensitivity as well as a broad base of experience in lecturing, teaching and training.
A graduate of the Ecole Hôtelière de Lausanne, Switzerland, his hospitality career spans management and director positions in Front Office, Guest Relations, Public Relations, Food & Beverage and Training with organisations including the Regent of Melbourne, The Mandarin Oriental Hotel Group and Mövenpick Gastronomy. He was also a founding staff member of the internationally renowned Blue Mountains International Hotel Management School in Australia.
Tim is currently the Director of Training and Development at iperform, an organisation that specialises in Sales and Service, Leadership and Effective Personal Organisation programs.
