Pride of India: S.P. Jain’s Vision to Redefine Hospitality Across Bharat

Safari Plus' INTALK with Mr. S.P. Jain, CMD of Pride Hotels Group

In this exclusive interaction with Safari Plus, we have the privilege of speaking with Mr. S.P. Jain, the Chairman and Managing Director of Pride Hotels Group. With over 35 years of legacy in Indian hospitality, Pride Hotels has grown into a name synonymous with personalized service, Indian values, and expansive reach across tier-1, tier-2, and tier-3 cities. Mr. Jain shares his visionary roadmap for the group, the unique initiatives to foster young talent, and his perspective on the current challenges and future opportunities shaping India’s dynamic hospitality landscape.

Q) As a leader in the hospitality industry, what is your vision for the future of Indian hospitality, and where do you see Pride Hotel Group in the next decade?

That’s a great question. The hospitality sector in India is on a strong growth trajectory. Post-COVID, we’ve seen a massive resurgence in domestic travel. People from every age group—young, middle-aged, and seniors—are exploring more, especially within India. Religious tourism has also seen a substantial boost, bringing strong footfalls to tier-2 and tier-3 cities.

Pride Hotels is currently operating 60 hotels, and we’re optimistic about reaching our target of 133 hotels by 2033. We’ve already signed several new properties. Earlier, Pride was focused mainly on commercial hotels in metro cities like Delhi, Pune, Kolkata, Bengaluru, and Chennai. But now we’re expanding to cultural and religious destinations like Puri, Dwarka, Haridwar, Rishikesh, and more. Cities like Jaipur and Jodhpur are on our radar as well. We aim to cater to all segments—commercial, resort, religious, and tourist destinations.

Q) With the increasing competition from international hotel chains and budget brands, how does Pride Hotels maintain its market position and guest loyalty?

Pride is a proudly Indian brand, built on Indian hospitality principles. Our core philosophy has always been about excellent service, quality food, and personalized guest engagement. We have a loyal base of over 6–7 lakh members who frequently stay with us.

We operate across various segments—from luxury hotels like Pride Plaza in Delhi and Ahmedabad to premier properties in Pune and Nagpur. We also have resorts and wedding destinations in Jaipur and Jodhpur, and a strong presence in Gujarat with around 12 to 13 properties.

Even in a market like Aerocity, Delhi, which is dominated by global brands, our Pride Plaza stands out with high occupancy and excellent ARR. Our early presence in tier-2 and tier-3 cities gives us a strategic advantage, while international brands are still planning their entry. So, we are very confident in our position.

Q) You recently launched the A.S.P.I.R.E ED Programme for youngsters. Can you tell us more about it?

Absolutely. The Aspire program is designed to train and recruit young talent who have passed 12th grade but haven’t had the opportunity to pursue hotel management courses. It’s a stepping stone for them into the hospitality sector.

We will provide structured training across departments like F&B service and housekeeping, followed by certification and job placements. While they are free to work elsewhere, we are confident many will continue with us.

We already have a Management Training Program for hotel management graduates, with a stipend and placement as Assistant Managers after completion. Aspire will complement that, providing opportunities to youth from remote and economically weaker backgrounds. They won’t have to migrate; they can work in their local regions and still build a fulfilling career in hospitality.

Q) That's a wonderful way of giving back to society. Lastly, what do you see as the biggest challenge in India’s hospitality sector today, and how can it be overcome?

The biggest challenge today is skilled manpower. Unfortunately, most brands—Indian or international—don’t invest in training. They hire experienced staff from competitors by offering slightly better salaries. This only creates a talent shuffle, not growth.

We advocate that every hospitality group should train fresh talent. During COVID, we lost a lot of experienced staff. Many left the industry or went abroad. The solution lies in developing a self-sustaining talent pipeline—train, nurture, and grow.

At Pride, we believe in training from the ground up. Our front office staff, even from middle-class backgrounds, are trained to handle high-end guests with grace and professionalism. That’s our strength, and that’s the direction in which the industry needs to move.