Archer Hospitality Managing Director Vikram Puri on building purpose-led hotels, the rise of experiential travel, why domestic tourists are driving India’s hospitality boom, and how boutique brands can compete without losing their soul
India’s hospitality sector is undergoing a transformation, fuelled by rising domestic travel, changing guest expectations and growing demand for authentic experiences. In an interaction with BW Retail World, Vikram Puri, Managing Director of Archer Hospitality, discusses the company’s expansion plans, the philosophy behind the Astor brand, the growing importance of experiential hospitality, and why technology should enhance—not replace—the human touch.
Archer Hospitality has evolved from managing iconic boutique properties to building a broader hospitality portfolio. What has been the guiding vision behind the brand’s growth journey and how do you differentiate yourself in an increasingly competitive market?
Our journey into hospitality began with the acquisition of The Astor Kolkata, a heritage property dating back to 1905. At a time when many historic buildings in the city were either demolished or neglected, we had the opportunity to acquire and revive a functioning heritage hotel. That became our first step into the sector.
From there, our growth was driven by both opportunity and learning. We later developed the DoubleTree by Hilton in Agra and expanded into Goa with Astor Goa. Each property taught us something different about hospitality and helped shape our philosophy.
One of the most important lessons was understanding that every hotel must be built with a clear purpose and a clear customer in mind. Hospitality is ultimately about creating an experience across all five senses—what guests see, hear, smell, taste and feel. When those elements come together cohesively, you create a memorable stay.
At Astor Goa, for example, we deliberately moved away from large banquet halls and focused on spacious rooms, curated workspaces and intimate gathering areas. We wanted to create a boutique leisure experience. In contrast, DoubleTree Agra is designed as a large-format meetings, incentives, conferences and exhibitions (MICE) property, with extensive banquet facilities and wedding infrastructure.
The mistake many hotels make is trying to cater to everyone. That often dilutes the experience. We believe every property should have a distinct identity and stay true to it.
With the Astor brand expanding beyond Kolkata into destinations such as Goa, what are your growth priorities over the next three to five years? Are you looking at an asset-light model, owned properties, or a combination of both?
It will be a combination of both, although historically we have been an asset-heavy hospitality company. We own and operate our existing hotels, but we are also exploring selective asset-light opportunities.
For Astor, our focus remains on boutique and experiential hospitality. If we are developing properties with fewer than 100 keys, they are likely to operate under the Astor brand. These hotels will focus heavily on personalised service and distinctive guest experiences.
Technology can help customers discover a property, but it is people who create emotional connections. Guests rarely remember a chatbot. They remember the bartender who crafted a special drink or the chef who personalised a meal.
Geographically, we are actively exploring destinations that align with our brand ethos. The Northeast, hill destinations and wildlife-focused locations are particularly attractive because they offer experiences that cannot be replicated. When a guest looks out of their window and sees something extraordinary, that becomes part of the value proposition.
At the same time, we may pursue larger city hotels through franchise partnerships with international brands. We are evaluating opportunities in Kolkata and other urban markets where that model may make strategic sense.
In Goa, we are also developing a hub-and-spoke approach. With a strong management team already in place, we are exploring opportunities to manage villas and small hospitality assets owned by third parties. However, we are very selective. We only take on properties where we can genuinely influence and elevate the guest experience.
India’s hospitality sector is witnessing strong demand from both domestic and international travellers. Which trends do you believe will shape the next phase of growth, particularly in the boutique and lifestyle segment?
Without question, the domestic traveller is driving hospitality growth in India today. The domestic market accounts for roughly three-quarters of our business. International travellers remain important, but domestic demand has been the real growth engine since the pandemic.
As a result, we design our hotels primarily with the domestic traveller in mind.
Looking ahead, I think the industry will move away from traditional definitions of luxury. Luxury will no longer be measured by marble, chandeliers or expensive interiors. Instead, it will be defined by authenticity, purpose and experience.
The most successful hotels will be those that clearly define who they are. A wellness resort should genuinely deliver a wellness experience. A wildlife lodge should fully embrace its environment. Guests increasingly value authenticity over generic luxury.
Hotels that are clear about their identity will command higher room rates, stronger occupancy levels and greater guest satisfaction. The future belongs to properties that know exactly what they stand for and deliver that experience consistently.
At Astor Goa, for instance, we categorise guests into broad motivations such as relaxation, entertainment or exploration. Our guest experience team then curates recommendations and activities based on those preferences. That level of personalisation is becoming increasingly important.
What opportunities do you see for Archer Hospitality, and what role will technology, sustainability and brand partnerships play in your long-term strategy?
Technology and brand partnerships are important, but primarily from a discoverability perspective.
When you look at global hospitality giants, one of their greatest strengths is not necessarily the hotels themselves but the scale of their customer ecosystem. Loyalty programmes and digital platforms help them connect with millions of travellers.
For independent hospitality brands like ours, technology is essential because it helps potential guests find us. Strategic sales, marketing and distribution partnerships can also play an important role.
However, we are careful about preserving individuality. I don’t want technology or brand affiliations to standardise the guest experience to the point where the property’s character is lost.
The world’s most admired luxury hospitality brands are often relatively small in scale. What sets them apart is their ability to deliver deeply personalised experiences. That is the space we aspire to occupy.
Earlier in my career, I was involved in managing boutique homestays across North India. What I loved most about that model was the ability to personalise every aspect of a guest’s stay—from meals to daily itineraries. That kind of hospitality makes people feel valued and creates lasting memories.
At Archer Hospitality, our objective is to use technology as an enabler while keeping people at the centre of the experience. Hospitality, at its best, remains a human business.
