In an exclusive interview with Safari India, Vikramjit Singh, Founder & CMD, and Akash Bhatia, CEO (Managed & Franchise Business) of Alivaa Hotels & Resorts, shared insights into the brand’s focused expansion, unique franchise model, and commitment to unlocking untapped destinations across India.
Edited excerpts from an interview with Senior Correspondent Joyita Dutta:
Joyita: You spent 18 years at Lemon Tree Hotels. What motivated you to start Alivaa, and how has that experience shaped your vision?
Vikramjit: Spending 18 years at Lemon Tree was actually the biggest motivator. I saw the brand grow from 1 to 101 hotels, and I realised there’s still a massive gap in India’s hospitality sector. Despite the scale of the country, we only have about two lakh branded rooms. I believe we can absorb more than that.
Alivaa operates in the mid-market segment, which remains underserved. With hotel demand at an all-time high, now is the best time to build. People are travelling more, hotel rates and occupancies are booming, and mindsets have shifted. That’s why I chose this moment to become an entrepreneur.
Joyita: What differentiates Alivaa from other brands in the mid-market segment?
Vikramjit: Our focus is profitability—for both us and the owners. Whether it’s through leasing assets or working with third-party owners, we ensure they get maximum returns.
One differentiator is our revenue assurance to franchise and management partners—something no other brand does. Also, our fees are mostly linked to the revenue we generate for the hotel, not just what the property earns organically. That’s a big shift in approach.
Joyita: Why offer guaranteed returns to hotel partners?
Vikramjit: We run two models—leasing and franchise. In the lease model, we guarantee a fixed monthly rental, giving owners peace of mind. We bank on our ability to operate efficiently and profitably. Yes, it’s a risk—but a calculated one.
Joyita: You recently raised funding from Ananta Capital. How are the funds being utilised?
Vikramjit: We’ve deployed it well—15 hotels in just over a year, with our fifteenth signed recently. Our earlier target was 50 hotels in 5 years, but at this pace, we’ll get there in 3.
Joyita: Are you planning to go public? What’s the timeframe?
Vikramjit: Absolutely. The goal is to go public within 5 to 7 years.
Joyita: You’ve signed properties in Jawai, Corbett and Lansdowne. What drives your location strategy?
Vikramjit: We target places with low branded supply—places like Jawai, Dalhousie, Lansdowne—where we get first-mover advantage. We often partner with passionate hotel owners who need support in sales and distribution, which is our strength.
Joyita: What kind of inventory range are your hotels working with?
Vikramjit: It varies. Our Gurgaon property has 150 rooms, while Jawai has just 11 luxury cottages. City hotels tend to be larger; leisure locations smaller—based on demand and potential.
Joyita: You’ve recently ventured into heritage hospitality. How does that align with Alivaa’s vision? Will this be a separate brand?
Vikramjit: No new brand. I believe too many brands dilute focus and require heavy investment. Our heritage collection will be a subset of Alivaa. Across India—Rajasthan, Odisha, Madhya Pradesh—there are many beautiful, small heritage hotels run by families.
They usually do well operationally but struggle with sales and marketing. That’s where we step in. Through a pure franchise model, we support them with branding, distribution and tech, while they continue to operate the property. It fills a real gap in the market.
Joyita: Which regions in the East and South are you focusing on?
Vikramjit: In the East, we’re eyeing hill stations in Sikkim, Assam, and other Northeast location. In the South, we’re expanding from our base in Bengaluru and exploring Hyderabad. We follow a hub-and-spoke model—build a strong base, then expand around it.
Joyita: If a hotel owner is evaluating Alivaa, what are three key benefits you offer over other brands?
Vikramjit: 1) Our unique business model helps improve top lines and ensures better profitability. 2) Our franchise model includes robust sales and marketing support. 3) We only take a larger fee on the incremental revenue we bring—not on what the owner is already earning. No other brand offers that.
Joyita: Akash, you recently joined Alivaa and already helped expand to 15 hotels. How did that come together so quickly?
Akash: Credit goes to the groundwork laid by Vikramjeet. When I joined four months ago, systems were in place—business model, tech, team, and brand positioning. Owners were already aware of Alivaa, and our model speaks for itself.
We focus on Tier 1 to Tier 5 cities and use a franchise-plus-sales-and-marketing approach that owners really value. It’s asset-light, owner-friendly, and we offer real business support, which sets us apart.
Joyita: How does your franchise model compare to the managed hotel model?
Akash: Traditional managed models charge fees on all revenue, including walk-ins. That doesn’t sit well with many owners, especially in smaller towns. Our franchise model only charges a significant fee on the incremental revenue we generate. Owners appreciate that—we earn when they earn more. That’s a win-win.
Alivaa Hotels & Resorts is building a new blueprint for growth—rooted in profitability, transparency, and performance. With ambitious targets and a sharp business model, it’s a brand to watch as Indian hospitality continues its transformation.
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