Holiday Inn Dhaka sees broader demand as hotel market enters more competitive phase

Dhaka : Dhaka's hotel industry is becoming more competitive and diversified as political and economic uncertainty reshapes travel patterns, according to Dipankar De, General Manager of Holiday Inn Dhaka City Centre.

De said the past year has required hotels to become more agile as softer corporate movement, changing international travel patterns and weaker foreign arrivals affected demand. Rather than relying primarily on room occupancy, Holiday Inn Dhaka has focused on corporate accounts, meetings and events, food and beverage, local customers, partnerships and experience-led promotions.

"The important question is not simply how many rooms did we sell," De expressed. "It is how much value did we create from every guest relationship and every square foot of the hotel?"

Guest mix expands beyond traditional business travel

Corporate and international travelers remain important to the hotel, but De mentioned its customer base has broadened to include project teams, local companies, families, social groups, event attendees and Dhaka residents using its restaurants, wellness facilities and other services.

He added modern city hotels can no longer view room guests as their only customers. A person might visit for a business meeting, return for dinner, attend an event and later book a family stay.

That broader relationship is becoming central to the hotel's strategy as it seeks to build loyalty beyond overnight stays.

Global standards, local relevance

With more international hotel brands entering Dhaka, Holiday Inn is seeking to distinguish itself through a combination of global operating standards and local understanding.

Dipankar De

De pointed to the strength of the Holiday Inn and IHG systems, including the IHG One Rewards program, as well as the property's central location and access to commercial areas. Improved airport connectivity has also strengthened its location proposition.

The hotel has 187 rooms, restaurants, meeting facilities, wellness amenities and a rooftop pool.

However, De claimed facilities alone cannot create a lasting competitive advantage.

"People do," he said, emphasizing service, flexibility and cultural understanding alongside international standards.

Corporate clients focus on total value

Corporate travelers are becoming more cost-conscious, but De noted companies are not necessarily choosing the cheapest option. Instead, they are examining the overall value of a hotel stay, including location, connectivity, breakfast, meeting facilities, security, flexibility and service.

For business travelers, he also added, time is a major consideration. Faster airport access, efficient meetings, reliable service and the ability to work and relax within the property can provide meaningful value.

De expects corporate demand to remain a foundation of Dhaka's hotel market, although hotels will need stronger account management, technology, flexibility and revenue management to retain that business.

Events, experiences gain importance

Meetings, conferences, weddings and other events are becoming important growth areas for Holiday Inn Dhaka City Centre.

De further mentioned customers increasingly want more than a venue and a menu. Corporate clients are looking for technology, connectivity, flexible setups and smooth execution, while social-event customers are seeking personalized menus, attractive designs and memorable experiences.

Faster responses are also becoming essential as clients expect proposals and commercial offers within shorter timeframes.

Rising costs put pressure on margins

Higher food, utility, labor, maintenance and imported-product costs remain major operational challenges. De claimed the hotel is focusing on procurement, menu engineering, energy management, productivity, waste reduction, forecasting and revenue optimization rather than simply passing higher costs on to guests.

"Efficiency should remo-ve waste, not remove hospitality," he said.

Technology, people shape guest experience

According to De, guests increasingly expect speed, simplicity, personalization and strong connectivity. Food and beverage is also evolving, with greater demand for local cuisine, international flavors, themed dining and seasonal concepts.

Wellness has become another part of the hotel experience, supported at the property by its fitness center, spa and rooftop swimming pool.

Still, De expressed technology cannot replace human interaction. In his view, technology can make service faster, but people make it memorable.

Competition brings opportunities

New hotel supply will increase competition, but according to De, additional rooms can be absorbed if Bangladesh simultaneously expands air connectivity, infrastructure, MICE activity and its international tourism and business positioning.

He remains optimistic about Dhaka's prospects over the next three to five years, citing the country's economy, export sector, infrastructure development and potential in business travel, MICE, aviation and tourism.

For the hotel, his ambition is to build a property where business, leisure and community activities intersect, by combining international standards with local intelligence, technology with human hospitality, and commercial discipline with creativity and sustainability.