Sramana Mitra: What do you want to do? Is this something that you are going to accelerate by taking outside capital or do you want to remain an employee-owned organization? Tim Hentschel: Debt is so cheap. It’s 3% to 4%. People get excited about the private equity money out there. I agree that it has
Sramana Mitra: All the business model is entirely predicated upon the hotels paying your fees and not the consumers. What are the key segments where you do business? Are we talking weddings? What are the top segments in which your business flows? Tim Hentschel: Sports teams is big for us. It’s great to have a
Sramana Mitra: Between 2005 and 2015, there’s a ten-year journey. Can you highlight for us some of the major strategic moves that really helped your business propel forward? Tim Hentschel: The years between 2005 and 2008 were very interesting because we had two competitors. One was Group Travel Planet and the other was Groupe. Groupe had the Travelocity
As long as the world has people who can afford to support it, the travel and tourism industry will continue to exist. The industry experienced a decline, understandably, after September 11, 2001. Travel declined again when the recession started in 2007, and an increasing number of people found themselves either unemployed or underemployed, practices like
With the growth in India, the hotel business, of course, is booming as well. Sequoia has validated this opportunity with its investment in Royal Orchid Hotels, a Bangalore chain. I am, however, also intrigued by the opportunity in smaller hotels in the non-major-metro destinations that are becoming key for business travelers because of the steel