Vimal Singh, MD-South Asia, Louvre Hotels Group, believes that the secret to a successful M&A lies in understanding the organisational culture of the two companies and communicating it to the combined workforce regularly
2017 began with one of the biggest news in the Indian hospitality industry; that the $1.6 billion Louvre Hotels Group – the second largest hotel group in Europe – had picked a majority stake in Sarovar Hotels & Resorts. Interestingly, Louvre itself was acquired by Shanghai based Jin Jiang International Holdings in 2015.
Now, not many know that Louvre had a small presence in India because of its joint venture with Golden Tulip Hotels, which has around 27 properties in the country. The addition of Sarovar Hotels & Resorts in its kitty will help Louvre make great inroads into the Indian market.
But will this change of management have any bearing on the way the brand operates at ground level? We ask this and other pertinent questions to Vimal Singh MD-South Asia of Louvre Hotels Group during a free-wheeling chat.
Jin Jiang acquired Louvre, Louvre had a JV with Golden Tulip, Louvre acquired Sarovar – how have all these changes at the corporate level reflected at the operational level?
This story is from the July 2017 edition of Hotelier India.
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This story is from the July 2017 edition of Hotelier India.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
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