case study on taj hotel mumbai

The Ordinary Heroes of the Taj

by Rohit Deshpande and Anjali Raina

Summary .   

Reprint: R1112J

When terrorists attacked the Indian city of Mumbai in 2008, employees of the Taj Mumbai hotel displayed uncommon valor. They placed the safety of guests over their own well-being, thereby risking—and, in some cases, sacrificing—their lives. Deshpandé, of Harvard Business School, and Raina, of the HBS India Research Center in Mumbai, demonstrate that this behavior was not merely a crisis response. It was instead a manifestation of the Taj Group’s deeply rooted customer-centric culture that, the authors argue, other companies can emulate, both in extreme circumstances and during periods of normalcy.

The key ingredients of this Taj-style customer centricity include:

• a values-driven recruitment system that emphasizes integrity and duty over talent and skills;
• training of customer ambassadors who serve the guest first and the company second; and
• a recognition-as-reward system that values well-earned plaudits—from customers, colleagues, and immediate supervisors—over money and advancement.

Each of the three elements has important features and nuances, which the authors explore in detail so that your company can take its cues.

On November 26, 2008, Harish Manwani, chairman, and Nitin Paranjpe, CEO, of Hindustan Unilever hosted a dinner at the Taj Mahal Palace hotel in Mumbai (Taj Mumbai, for short). Unilever’s directors, senior executives, and their spouses were bidding farewell to Patrick Cescau, the CEO, and welcoming Paul Polman, the CEO-elect. About 35 Taj Mumbai employees, led by a 24-year-old banquet manager, Mallika Jagad, were assigned to manage the event in a second-floor banquet room. Around 9:30, as they served the main course, they heard what they thought were fireworks at a nearby wedding. In reality, these were the first gunshots from terrorists who were storming the Taj.

Partner Center

• Skip to main content
• Keyboard shortcuts for audio player

• LISTEN & FOLLOW
• Apple Podcasts
• Amazon Music
• Amazon Alexa

Your support helps make our show possible and unlocks access to our sponsor-free feed.

Heroes Of The Taj Hotel: Why They Risked Their Lives

Alix Spiegel

Indian firefighters attempt to put out a fire as smoke billows out of the historic Taj Mahal Hotel in Mumbai, which was stormed by armed gunmen in November 2008. Indranil Mukherjee/AFP/Getty Images hide caption

Indian firefighters attempt to put out a fire as smoke billows out of the historic Taj Mahal Hotel in Mumbai, which was stormed by armed gunmen in November 2008.

On Nov. 26, 2008, terrorists simultaneously attacked about a dozen locations in Mumbai, India, including one of the most iconic buildings in the city, the Taj Mahal Palace Hotel.

For two nights and three days, the Taj was under siege, held by men with automatic weapons who took some people hostage, killed others and set fire to the famous dome of the hotel.

The siege of the Taj quickly became an international story. Lots of people covered it, including CNN's Fareed Zakaria, who grew up in Mumbai. In a report that aired the day after the attacks, Zakaria spoke eloquently about the horror of what had happened in Mumbai, and then pointed to a silver lining: the behavior of the employees at the Taj.

Apparently, something extraordinary had happened during the siege. According to hotel managers, none of the Taj employees had fled the scene to protect themselves during the attack: They all stayed at the hotel to help the guests.

"I was told many stories of Taj hotel employees who made sure that every guest they could find was safely ferreted out of the hotel, at grave risk to their own lives," Zakaria said on his program.

There was the story of the kitchen employees who formed a human shield to assist guests who were evacuating, and lost their lives as a result. Of the telephone operators who, after being evacuated, chose to return to the hotel so they could call guests and tell them what to do. Of Karambir Singh Kang, the general manager of the Taj, who worked to save people even after his wife and two sons, who lived on the sixth floor of the hotel, died in the fire set by the terrorists.

Often during a crisis, a single hero or small group of heroes who take action and risk their lives will emerge. But what happened at the Taj was much broader.

During the crisis, dozens of workers — waiters and busboys, and room cleaners who knew back exits and paths through the hotel — chose to stay in a building under siege until their customers were safe. They were the very model of ethical, selfless behavior.

What could possibly explain it?

Getting To The Bottom Of It

Earlier this month, a study in the Harvard Business Review proposed an answer to that question.

The study was done by Rohit Deshpande, a Harvard business professor who researches both business ethics and global branding.

About nine months after the attacks on the Taj, Deshpande was in India interviewing senior management of the hotel on a completely different topic, but found that the people he was talking to kept steering the conversation back to the terrorist attacks.

"What was interesting about all those interviews with senior management was that they could not explain the behavior of their own employees," he told me. "They simply couldn't explain it."

An NDTV tribute video to the brave staff of the Taj Mahal Palace Hotel.

And so Deshpande decided to do his own investigation of the company to see if he might be able to untangle the cause.

Last year, Deshpande flew to India to review the company's HR policies and also do interviews with the hotel staff, everyone from managers to kitchen workers.

What he published in the Harvard Business Review is his case study of the company.

Now, because this is a case study and not a double-blind research study, it's impossible to draw definitive conclusions. But this is what Deshpande thinks:

"It perhaps has something to do with the kinds of people that they recruit to become employees at the Taj, and then the manner that they train them and reward them," he says.

From A To Z — Recruitment To Reward

First, recruitment. In their search to find maids and bellhops, the Taj avoids big cities and instead turns to small towns and semi-urban areas. There the Taj develops relationships with local schools, asking the leaders of those schools to hand-select people who have the qualifications they want.

"They don't look for students who have the highest grades. They're actually recruiting for personal characteristics," Deshpande says, "most specifically, respect and empathy."

Taj managers explained to Deshpande that they recruited for traits like empathy because that kind of underlying value is hard to teach. This, he says, is also why recruiters avoid hiring managers for the hotel from the top business schools in India. They deliberately go to second-tier business schools, on the theory that the people there will be less motivated by money.

And this strategy, as Deshpande points out, is highly unusual in India.

"Let me put this into a little cultural context for you," he says.

"India is a country where people are almost obsessed about grades. In order to get ahead, you have to have really high grades. But here is an organization that is doing just the opposite — they're recruiting not for grades, they're recruiting for character."

Part of this focus on character is ideological, he says.

The Taj is owned by a corporation called the Tata group, which for the past hundred years has been run by an extremely religious family that's interested in social justice: The company typically channels about two-thirds of its profits into a charitable trust.

But Deshpande says there are also practical reasons for this focus on character. The Taj hotel has made its name on customer service, and they are near maniacal about it, treating it almost like a science.

For example, managers have mapped the number of interactions that happen between customers and hotel employees in a typical 24-hour stay. There are on average 42, often unsupervised, interactions between employees and guests.

Each of these interactions is viewed by the company as an opportunity for employees to delight their customers with their kindness. So everything -- everything — about the training and rewards systems set up by the Taj is designed to encourage kindness.

Deshpande gives one example. "If guests say something or write something very complimentary about an employee, within 48 hours of [the] recording of that compliment, there is some sort of reward that is made."

Rewards range from gifts to job promotions.

This system — of immediately rewarding desired behavior — will likely sound familiar to people interested in psychology.

It's by-the-book conditioning, the same kind of conditioning used by B.F. Skinner to train his pigeons.

And in his study, Deshpande argues that it is this combination of selection and routinized rewards that explains what happened during those terrible three days when the Taj hotel was under siege.

The employees, he argues, were essentially performing the behaviors they were selected and trained to perform. In this case, extreme kindness to customers.

Enabling Ethics

The reception area of the Taj Mahal Hotel reopened on Dec. 22, 2008, less than a month after devastating attacks that rocked India's financial and entertainment capital. Sajjad Hussain/AFP/Getty Images hide caption

The reception area of the Taj Mahal Hotel reopened on Dec. 22, 2008, less than a month after devastating attacks that rocked India's financial and entertainment capital.

And for Deshpande, all of this has much larger implications: For him, what happened at the Taj is proof positive that organizations can create ethical behavior.

"I am absolutely convinced that corporations can enable ethical behavior, and I think what happened at the Taj on [Nov. 26, 2008] is a great example," he says.

But Tom Donaldson, professor of business ethics at the Wharton School, says producing ethics isn't so simple.

"If ethics could be engineered by the organization infallibly, we wouldn't be hearing about so many scandals in church organizations," he says.

It's not that rewards don't matter, Donaldson argues. They profoundly influence behavior, he says. But Donaldson wonders if all the training and conditioning done by the Taj can really be said to have produced truly ethical behavior. What would happen, he wonders, if those employees had confronted a different kind of ethical dilemma, one presented by the customers they'd been conditioned to serve?

"I'd like to know what a Taj employee would do," he says, "for example, if one of the guests ended up striking a homeless person, or one of the guests attempted to sexually assault a hotel worker."

It's hard to condition real ethics, he says.

But for Deshpande, in the example of the Taj and the incredible sacrifices of the employees who work there, there is still a clear, and very compelling, lesson.

"Corporate design is absolutely critical," Deshpande says. "For good, and for evil."

The Economic Times daily newspaper is available online now.

Response by taj employees to 26/11 a case study at harvard.

The study shows how leadership displayed by people in the bottom rank to the top levels in the organisational hierarchy helped in saving lives.

Artificial Intelligence(AI)

Java Programming with ChatGPT: Learn using Generative AI

By - Metla Sudha Sekhar, Developer and Lead Instructor

Basics of Generative AI : Unveiling Tomorrow's Innovations

Generative AI for Dynamic Java Web Applications with ChatGPT

Mastering C++ Fundamentals with Generative AI: A Hands-On

Master in Python Language Quickly Using the ChatGPT Open AI

Office Productivity

Zero to Hero in Microsoft Excel: Complete Excel guide 2024

Vastu Shastra Course

By - Sachenkumar Rai, Vastu Shashtri

Data Science

SQL for Data Science along with Data Analytics and Data Visualization

Web Development

A Comprehensive ASP.NET Core MVC 6 Project Guide for 2024

Mastering Microsoft Office: Word, Excel, PowerPoint, and 365

Digital marketing - Wordpress Website Development

By - Shraddha Somani, Digital Marketing Trainer, Consultant, Strategiest and Subject Matter expert

Mastering Full Stack Development: From Frontend to Backend Excellence

Financial Literacy - TDS, Budget, Income Tax Act, GST, Indirect tax

By - CA Rahul Gupta, CA with 10+ years of domain experience, trainer

Business Storytelling Masterclass

By - Ameen Haque, Founder of Storywallahs

Future of Marketing & Branding Masterclass

By - Dr. David Aaker, Professor at Haas School of Business

HR & People Management

Human Potential and the Future of Employment

By - Lynda Gratton, Co-chair of the World Economic Forum Council on Work, Wages and Job Creation, Professor of Management Practice

ESG and Business Sustainability Strategy

By - Vipul Arora, Partner, ESG & Climate Solutions at Sattva Consulting Author I Speaker I Thought Leader

Financial Reporting and Analytics

By - Dr. C.P. Gupta, Professor: Department of Finance and Business Economics, University of Delhi

Performance Marketing for eCommerce Brands

By - Zafer Mukeri, Founder- Inara Marketers

Read More News on

(Catch all the Business News , Breaking News , Budget 2024 Events and Latest News Updates on The Economic Times .)

Subscribe to The Economic Times Prime and read the ET ePaper online.

These 15 stocks have not yet recovered from the Covid-19 aftermath

An old weapon has come to the United States’ aid in slowing China’s quantum ambitions

3 reasons why mobile phone makers click with Amazon, Flipkart over offline retailers

Will India wait longer for rate cuts?

Swiggy IPO adds multibillion dollar fizz to Prosus in India

These whale sized problems are ailing India’s ports

Find this comment offensive?

Choose your reason below and click on the Report button. This will alert our moderators to take action

Reason for reporting:

Your Reason has been Reported to the admin.

To post this comment you must

Log In/Connect with:

Fill in your details:

Will be displayed

Will not be displayed

Share this Comment:

Stories you might be interested in

Watch CBS News

Why Taj Employees Offered Their Lives to Save Guests During Terrorist Attack

By Sean Silverthorne

Updated on: January 25, 2011 / 10:47 AM EST / MoneyWatch

But many didn't flee, instead choosing to help guests escape and then returning to help more. Telephone operators stayed the night, informing guests and telling them to keep their rooms quiet and dark. A dozen employees died in the firefight.

Why did they not leave? Why did they perform above and beyond the call of duty?

A new case study from Harvard Business School, "Terror at the Taj Bombay: Customer-Centric Leadership", finds possible answers both in the traditions of the country as well as in the deep customer-centric culture infused by the operators of the Taj: Indian Hotels and Tata Sons.

According to case author Rohit Deshpandé, a professor at Harvard Business School and a native of India, at least three factors were in play at the Taj:

• The right people . In the case, Indian Hotels CEO Raymond N. Bickson describes how he first looks for "nice people who are not afraid of serving people." He can teach them to be a bellman, a waiter, or a desk clerk, "but I can't teach them to be nice. I can't teach that spirit of ownership."
• Indian culture . "Athidhi devo bhavah," or the "guest is god", is deeply ingrained in Indian culture. In short, the phrase means that honoring guests is equal to honoring god, a message deeply embedded at the Taj.
• Employee-Employer relations . In India there is a strong "paternalistic equation" between employer and employee, an attribute underscored by rewards given by top executives to staffers for long length of service. Done right, relationships in Indian companies can feel more like family than us versus them.

Related Reading

• How BP Incident Commander Thad Allen Manages Disasters
• 5 Simple Steps to a Customer-Focused Culture
• 5 Leadership Lessons From the Giffords Shooting in Tucson

Sean Silverthorne is the editor of HBS Working Knowledge, which provides a first look at the research and ideas of Harvard Business School faculty. Working Knowledge, which won a Webby award in 2007, currently records 4 million unique visitors a year. He has been with HBS since 2001.

Silverthorne has 28 years experience in print and online journalism. Before arriving at HBS, he was a senior editor at CNET and executive editor of ZDNET News. While at At Ziff-Davis, Silverthorne also worked on the daily technology TV show The Site, and was a senior editor at PC Week Inside, which chronicled the business of the technology industry. He has held several reporting and editing roles on a variety of newspapers, and was Investor Business Daily's first journalist based in Silicon Valley.

More from CBS News

Response by Taj employees to 26/11 a case study at Harvard

Follow Us :

The multimedia case study 'Terror at the Taj Bombay: Customer-Centric Leadership' by HBS professor Rohit Deshpande documents "the bravery and resourcefulness shown by rank-and-file employees" during the attack. The study mainly focusses on "why did the Taj employees stay at their posts (during the attacks), jeopardising their safety in order to save hotel guests" and how can that level of loyalty and dedication be replicated elsewhere. A dozen Taj employees died trying to save the lives of the hotel guests during the attacks. "Not even the senior managers could explain the behaviour of these employees," Deshpande is quoted as saying in HBS Working Knowledge, a forum on the faculty's research and ideas. Deshpande said even though the employees "knew all the back exits" in the hotel and could have easily fled the building, some stayed back to help the guests. "The natural human instinct would be to flee. These are people who instinctively did the right thing. And in the process, some of them, unfortunately, gave their lives to save guests." A documentary-style account of events, the case includes video interviews with hotel staff and footage of the attack. It shows how leadership displayed by people in the bottom rank to the top levels in the organisational hierarchy helped in saving lives. It also focusses on the hotel's history, its approach to recruiting and training employees, the Indian culture's "guest is God" philosophy and how the hotel would recover after the attacks. Another key concept of the study is that in India and the developing world, "there is a much more paternalistic equation between employer and employee that creates a kinship." Terming it as one of the "hardest cases" he has worked on, Mumbai-native Deshpande said it was hard to see people confront their trauma again. "We objectify it, keep emotion at a distance, but after 15 minutes of questions with a video camera in a darkened room, there are deeper, more personal reflections of what happened," he says in the HBS Working Knowledge. Deshpande said Taj employees felt a sense of loyalty to the hotel as well as a sense of responsibility to the guests. He cites the example of a general manager who insisted on staying put and help direct a response to the attack even after learning that his wife and sons had died in a fire on the hotel's top floor. "Nothing in the employees' training could have prepared them for such an unprecedented situation," Deshpande said. Deshpande has taught the case in the School's Owner/President Management Executive Education programme. It can also be taught as an example of managing the post-crisis recovery of a flagship corporate brand, he added.

Follow us on :

To revisit this article, visit My Profile, then View saved stories

Taj Mahal Palace, Mumbai

The Taj Mahal Palace, Mumbai, which opened in 1903 is located in the heart of the city and overlooks the majestic Gateway of India. This iconic hotel has played host to kings, dignitaries and eminent personalities from across the globe, and is acknowledged as a world leader in hospitality. Each of the hotel's 543 rooms and suites are a perfect blend of the charm of a bygone era with modern amenities. The Taj Mahal Palace, Mumbai makes a wonderful starting point from where to discover the charm of South Mumbai.

The Taj Mahal Palace, Mumbai: Bombay Stairs

Rooms and Suites

With its arched balconies, the Taj Mahal Tower stands in harmonious contrast to the Palace. The 258 rooms and suites of the Tower offer a refreshing mix of European and Indian accents. The 285 rooms and suites at the Taj Mahal Palace have been completely restored by some of the world's most acclaimed designers. Each suite is adorned with a charming theme, rich textures and hues, and an opulent décor. The lavish Bell Tower Suite evokes the romance of a seafaring sojourn. The Maratha and Lotus suites have their own integral leitmotif, paying homage to the great warrior tribe and the national flower of the land respectively. The Tata Suite, designed to celebrate the legend of the Tata's,  makes a remarkable statement with white makrana marble floors, intricate marquetry on timber, Indian hand-knotted carpets, colonial furniture and crystal chandeliers.

The Taj Mahal Palace, Mumbai: Rajput Suite, Swing Study

Restaurants and Bars

From age-old favourites to contemporary palate pleasers, the Taj Mahal Palace, Mumbai offers a varied and luxurious dining experience, encompassing the world's favourite cuisines. From Middle Eastern to Japanese and European—there is something for everyone. The newest offering by the hotel is the ultra-chic Wine and Malt Lounge. This elegant space is ideal for guests to discover fine spirits while enjoying views of the Apollo Bunder. For the more adventurous, Souk—the only enclosed rooftop restobar in Mumbai, now boasts of sundowners every evening. Nurse a drink while watching the evening sky light up over the Arabian Sea.

The Taj Mahal Palace, Mumbai: Palace lounge

Events and Occasions

The Taj Mahal Palace, Mumbai has nine grand banquet rooms, tastefully refurbished to include the latest in business facilities, while still retaining the elegance and old-world charm so beloved of the Taj. From the lavish Crystal Room to the regal Ballroom, from the rooftop Rendezvous to the historic Princes Room, the hotel offers the perfect venue for any business or social occasion. The property also houses an extensive shopping arcade, an art gallery, a salon and a spa.

• Skip to primary navigation
• Skip to main content
• Skip to primary sidebar
• Skip to footer

Study Mumbai

ICSE, CBSE study notes & home schooling, management notes, solved assignments

The Ordinary Heroes of the Taj Hotel: Amazing Case Study

December 22, 2017 by studymumbai Leave a Comment

Not many in India have perhaps come across this case study, but its amazing. Do see the video…around 18 minutes.

Taj terror attack has become a massive psychology case study in Harvard. Not ONE Taj employee abandoned the hotel and ran right through the attack. They helped guests escape and many died . 1100 guests, 600 employees. Over 1600 managed to escape safe. Only 34 people died, of which half were staff members.

GET INSTANT HELP FROM EXPERTS!

Hire us as project guide/assistant . Contact us for more information

Probably defense personnel are trained to deal with such situations. May be some in the police may also show courage and stay put. But employees in a city like Mumbai staying put when terrorists have entered their premises?

It confounds psychologists.

The speaker talks about 3 recruitment strategies.

1) Taj did not recruit from big cities , they recruited from smaller cities where traditional culture still holds strong 2) They did not recruit toppers, they spoke to school masters to find out who were most respectful of their parents, elders , teachers and and others . 3) They taught their employees to be ambassadors of the guests, to become their ears to the organisation, and not to become ambassadors of the company (which is usually the norm).

StudyMumbai.com is an educational resource for students, parents, and teachers, with special focus on Mumbai. Our staff includes educators with several years of experience. Our mission is to simplify learning and to provide free education. Read more about us .

Related Posts:

• LearnInMotion: HRM Case Study
• Amazing school project ideas that are fun as well as…
• Study of Economics
• Study in Germany: Useful academic resources
• Business Failures: Case Studies

Reader Interactions

Leave a reply cancel reply.

You must be logged in to post a comment.

ICSE CLASS NOTES

• ICSE Class 10 . ICSE Class 9
• ICSE Class 8 . ICSE Class 7
• ICSE Class 6 . ICSE Class 5
• ICSE Class 4 . ICSE Class 2
• ICSE Class 2 . ICSE Class 1

ACADEMIC HELP

• Essay Writing
• Assignment Writing
• Dissertation Writing
• Thesis Writing
• Homework Help for Parents
• M.Com Project
• BMM Projects
• Engineering Writing
• Capstone Projects
• BBA Projects
• MBA Projects / Assignments
• Writing Services
• Book Review
• Ghost Writing
• Make Resume/CV
• Create Website
• Digital Marketing

STUDY GUIDES

Useful links.

• Referencing Guides
• Best Academic Websites
• FREE Public Domain Books

To read this content please select one of the options below:

Please note you do not have access to teaching notes, protecting from brand burn during times of crisis: mumbai 26/11: a case of the taj mahal palace and tower hotel.

Management Research Review

ISSN : 2040-8269

Article publication date: 1 November 2011

Managing brands during crisis (in the context of terrorism) does not have much historical research and the studies that exist focus on communication. Terrorism is more frequent; not easily prevented; and rarely a top management priority for risk management. The purpose of this paper is to use exiting theory on brand components and architecture to prevent brand burn. Brand burn is defined as the accidental negative impact formed on a brand due to a crisis outside the control of an organization, which may not be perceived as directly related to the organization's product or management.

Design/methodology/approach

Crises are characterized by an overload of information. The exploratory study uses a case study methodology to get insights on how to manage a brand through a crisis. To validate findings, triangulation using independent reviewers, theory and secondary reports is used.

First, a conceptual framework to manage brand burn is presented. Second, from the practitioner's point of view, the paper provides a checklist that gives strategic tips for preparing for and managing brand crisis. The findings show that both brand components and brand architecture can be used to manage brands through crisis.

Research limitations/implications

The findings contribute to theory by adding to the evolving literature on brand architecture, brand components and crisis management. Key challenges were organizing and prioritizing the vast amount of data from secondary sources, including social media sites; time was an issue as memories fade; and another limitation was getting official confirmation since perceptions play a key role.

Originality/value

This is the first study looking at a terrorist crisis from a brand management point of view. This paper contributes to theory by adding to the research in brand architecture and brand components and crisis management. Future studies can look at the model robustness in other crisis situations and the impact of managing social media.

• Brand management
• Brand image
• Crisis management

Stephens Balakrishnan, M. (2011), "Protecting from brand burn during times of crisis: Mumbai 26/11: a case of the Taj Mahal Palace and Tower Hotel", Management Research Review , Vol. 34 No. 12, pp. 1309-1334. https://doi.org/10.1108/01409171111186423

Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

Related articles

All feedback is valuable.

Please share your general feedback

Report an issue or find answers to frequently asked questions

Contact Customer Support

The Magnificent Architecture of the Taj Mahal Palace Hotel in Mumbai

• Post author By Mala Chandrashekhar
• Post date March 2, 2024
• No Comments on The Magnificent Architecture of the Taj Mahal Palace Hotel in Mumbai

Introduction

The Taj Mahal Palace Hotel, an iconic symbol of opulence and grandeur, stands majestically overlooking the Arabian Sea in Mumbai. Since its inauguration in 1903, this architectural marvel has captivated the hearts of millions of visitors worldwide. The hotel’s architecture is a harmonious blend of various styles, including Islamic, Renaissance, and Victorian influences, which together create an exquisite and unique aesthetic. This detailed blog post delves into the architectural splendor of the Taj Mahal Palace Hotel, highlighting its intricate details and design elements.

Historical Context

Commissioned by Jamsetji Tata, the founder of the Tata Group, the Taj Mahal Palace Hotel was envisioned as a grand establishment that would provide world-class hospitality in India. Designed by architects Sitaram Khanderao Vaidya and D. N. Mirza, the hotel’s construction began in 1898 and was completed in 1903. The building’s design reflects the cosmopolitan nature of Mumbai, incorporating various architectural influences from around the world.

Exterior Design

One of the most striking features of the Taj Mahal Palace Hotel is its grand central dome. Standing at 240 feet, the dome is an exquisite example of Islamic and Renaissance architectural styles. It is constructed with steel and is crowned with a brass finial, adding to its grandeur. The dome’s intricate latticework and ornamental detailing showcase the craftsmanship and attention to detail that went into its construction.

The hotel’s facade is a blend of Indo-Saracenic, Gothic, and Renaissance architectural elements. The arched windows, balconies, and verandas are reminiscent of Islamic and Mughal architecture, while the pointed arches and ornate decorations draw from Gothic influences. The red-tiled Florentine Gothic roof adds a touch of Renaissance elegance to the overall design.

Towers and Minarets

Flanking the central dome are two distinctive towers that add to the hotel’s imposing silhouette. These towers are adorned with ornate minarets and turrets, showcasing the Islamic architectural influence. The detailed carvings and intricate patterns on the towers further enhance their aesthetic appeal.

Interior Design

Grand staircase.

The grand staircase in the hotel’s lobby is a testament to the luxurious and elegant design of the Taj Mahal Palace Hotel. Made of Italian marble, the staircase features intricately carved balustrades and decorative elements. The sweeping curves and elaborate detailing create a sense of grandeur and opulence.

Lobby and Corridors

The hotel’s lobby and corridors are adorned with a rich blend of architectural styles. The high ceilings are supported by ornate columns with Corinthian capitals, reflecting Renaissance influences. The walls are decorated with intricate frescoes and moldings, while the floors are made of polished Italian marble, adding to the luxurious ambiance.

Ballrooms and Halls

The Taj Mahal Palace Hotel boasts several grand ballrooms and halls, each designed with meticulous attention to detail. The ballrooms feature high ceilings, crystal chandeliers, and intricately carved wooden paneling. The arched doorways and large windows allow natural light to flood the rooms, creating a warm and inviting atmosphere.

Notable Architectural Features

The grand staircase.

The grand staircase, constructed from Italian marble, is one of the hotel’s most iconic interior features. The intricate balustrades, adorned with ornate carvings, exude luxury and elegance, inviting guests to ascend into the hotel’s opulent spaces.

Crystal Chandeliers

The ballrooms and dining areas are illuminated by magnificent crystal chandeliers, each a work of art in itself. These chandeliers, imported from Europe, add a touch of old-world charm and sophistication to the hotel’s interior spaces.

Ornate Ceilings

The ceilings throughout the hotel are adorned with intricate frescoes and moldings. These designs, inspired by both Mughal and Victorian styles, showcase a remarkable level of craftsmanship and attention to detail. The use of gold leaf and vibrant colors adds to the grandeur of the interiors.

Preservation and Restoration

Over the years, the Taj Mahal Palace Hotel has undergone several renovations and restorations to preserve its architectural integrity. Following the tragic terrorist attacks in 2008, a comprehensive restoration project was undertaken to repair and restore the damaged areas. This project aimed to maintain the original architectural features while incorporating modern amenities and technologies. The restoration work was meticulously carried out to ensure that the hotel’s historical and architectural significance was preserved.

The Taj Mahal Palace Hotel in Mumbai is not just a luxurious accommodation; it is a testament to the rich architectural heritage of India. Its magnificent blend of Islamic, Renaissance, and Victorian styles creates a unique and awe-inspiring aesthetic. From the grand central dome and intricate facade to the opulent interiors adorned with marble, chandeliers, and frescoes, every aspect of the hotel’s design exudes elegance and grandeur. As a symbol of Mumbai’s cosmopolitan spirit, the Taj Mahal Palace Hotel continues to captivate and inspire visitors from around the world with its timeless architectural beauty.

By Mala Chandrashekhar

Introducing Blogger Mala Chandrashekhar - A specialist academically trained in modern Western sciences, yet deeply enamored with India's timeless ethnic arts, crafts, and textiles. Her heart beats for the rich and glorious cultural and spiritual heritage of India, and she has dedicated her entire blog to spreading the immortal glories of ancient India worldwide. Through her simple yet impactful blog posts, Mala aims to reach every nook and corner of the globe, sharing India's beauty and wisdom with the world.

But Mala doesn't stop at just sharing her own thoughts and ideas. She welcomes constructive criticisms and suggestions to improve her blog and make it even more impactful. And if you share her passion for India's culture and heritage, she extends a warm invitation for high-quality guest blog posts.

Ready to dive into the world of India's ageless beauty? Follow Mala on LinkedIn, Twitter & Facebook and join her in spreading the magic of ancient India to the world.

LinkedIn Profile: https://in.linkedin.com/in/mala-chandrashekhar-04095917a Twitter Handle: @MalaCShekhar Facebook Page: https://www.facebook.com/mala.chandrashekhar

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Switch language:

Taj Mahal Palace Hotel, Mumbai, India

The Taj Mahal Palace is a historic luxury hotel in the Colaba district of Mumbai, Maharashtra state, India, and is located adjacent to the Gateway of India, overlooking Mumbai harbour.

Project Type

Hotel renovation

Mumbai, Maharashtra, India

Originally Opened

December 1903

Renovation Started

November 2008

15 August 2010

Estimated Investment for Renovation

Rs1.75bn ($37.3m)

Owner and Operator

Taj Hotels Resorts and Palaces, Tata Group

Consultants

LTW Design Works, Lissoni Associati and James Park Associates (JPA), Rockwell Group

The Taj Mahal Palace is a historic luxury hotel in the Colaba district of Mumbai, Maharashtra state, India. The 117-year-old landmark hotel is located adjacent to the Gateway of India, overlooking Mumbai harbour.

The Taj Mahal Hotel was conceived and developed by industrialist Jamshetji Nusserwanji Tata and was inaugurated on 3 December 1903. The hotel is operated by the Taj Hotels Resorts and Palaces of the Tata Group.

Recommended White Papers

Vals Quartzite

Vals quartzite: applications for floor, bathroom and wall, recommended buyers guides.

Marble Construction Companies and Solutions

Stone construction equipment, companies and solutions.

The Taj Mahal Palace was one of the prime targets of terrorists that attacked Mumbai on 26 November 2008. The hotel was severely damaged in the gun battle, which lasted almost three days.

After the attack, the least-damaged sections of the tower wing were re-opened on 21 December 2008. The badly damaged heritage sections, however, needed comprehensive renovation and reconstruction works. The renovated hotel was finally reopened on 15 August 2010, to coincide with India’s 64th Independence Day celebrations.

Before the bombings, the Taj Mahal Hotel, along with its tower wing, was known as the Taj Mahal Palace and Tower (TMPT). It was later renamed the Taj Mahal Palace for its grand reopening. The hotel completed its 117th anniversary in December 2020.

European and Islamic design influences on the Taj Mahal Palace hotel

The 22-floor Taj Mahal Palace has a rich blend of European and Islamic-style architecture. The hotel offers panoramic views of the Arabian Sea from the rear of the hotel while the hotel’s entrance at the front faces west.

The hotel building has onion domes and a grand pointed arch depicting 16th-century Islamic architecture. The building has a central iconic red dome and two wings topped with smaller domes. The façade of the hotel is of oriental style.

The tower wing has arched balconies, covered by an uneven edged diadem. It offers panoramic views of the harbour. The wing incorporates unique Indian style designs such as Tanjore pillars and Udaipur-style relief panels. The hotel features luxury rooms and suites such as the impressive 465m² Tata Suite, Rajput Suite and Presidential Suite.

The Palace or heritage wing of the hotel has 42 suites, 19 of which feature different themes such as Dolphin, Coral, Dutch and Maratha.

The Taj Mahal Palace was originally designed by Indian architects DN Mirza and Sitaram Khanderao Vaidya. The project was completed by the British architect and engineer WA Chambers. The sea-facing hotel structure is built on a 40ft-deep foundation. Khansaheb Sorabji Ruttonji Contractor was the builder.

During World War I, the hotel was used as a hospital and kitted out with 600 beds.

The Taj Mahal Palace was expanded in the 1970s with the adjacent tower block. This extension increased the number of rooms from 225 to 565 and saw the addition of food and beverage outlets and public areas.

The tower building was designed by US architect Melton Bekker while Swiss designer Dale Keller was responsible for the interiors .

The tower wing underwent refurbishment in the late 1990s. The top floors were modernised and updated with the latest communication facilities and modern furniture.

Renovation of the heritage wing

From late 2008 to August 2010, the heritage wing underwent major reconstruction and renovation. A total of INR1.75bn ($37.3m) was spent on the 285-room palace wing.

The works included upgrade, restoration and repair of the public spaces, including the Taj ballroom and restaurants. Artwork and furniture damaged during the terrorist attack were restored by consultants from the US, Italy, the UK, India and Singapore.

The consultants involved in the restoration project are LTW Design Works, Lissoni Associati and James Park Associates (JPA).

In December 2009, Rockwell Group redesigned the Harbour Bar and Wasabi by Morimoto restaurant in the Taj Mahal Palace.

TMPT interior design

The Taj Mahal Palace hotel is built from yellow basalt and reinforced concrete while the dome was constructed with imported steel that was used for Eiffel Tower. The Tata suite has markrana marble flooring. The interiors of the hotel are designed in Florentine, oriental and Moorish styles. The ceilings of the hotel are vaulted in alabaster and onyx columns.

The building has graceful archways and a cantilevered stairway. It also features pietra-dura floor panels and fretted stone panels at the lobby of the tower wing. The interiors are decorated with hand-woven silk carpets, art collections, crystal chandeliers, eclectic furniture and magnificent artefact collections.

Taj Mahal Palace facilities

The Taj Mahal Palace has 565 rooms, 46 suites, banquets rooms, 11 restaurants and a Jiva spa. It also has Turkish baths, a power laundry, a chemist’s shop, a shopping arcade and banking service.

It was the first Indian hotel to use a steam elevator. The hotel was also the first in India to have an air-conditioned ballroom and restaurant and the first licensed bar, the Harbour Bar, which was built in 1933.

The business centre of the hotel has five conference rooms with PC workstations, internet, portable printers, in-house video conferencing, multimedia computers, colour copying and other administrative facilities.

Related Projects

More Projects

Singapore's LTA awards two contracts for Changi corridors enhancements 

Bam secures next phase of truwest project in uk , caddick to build industrial and logistics project at trafford park, contract signed for rail baltica estonia soodevahe-kangru section, sign up for our daily news round-up.

Give your business an edge with our leading industry insights.

Sign up to the newsletter

Your corporate email address.

World Construction Network In Brief

I consent to Verdict Media Limited collecting my details provided via this form in accordance with Privacy Policy

Thank you for subscribing

View all newsletters from across the GlobalData Media network.

• Trending Stocks
• Ola Electric  INE0LXG01040, OLAELEC, 544225
• Tata Motors  INE155A01022, TATAMOTORS, 500570
• Suzlon Energy  INE040H01021, SUZLON, 532667
• Reliance  INE002A01018, RELIANCE, 500325
• Varun Beverages  INE200M01021, VBL, 540180

• Mutual Funds
• Commodities
• Futures & Options
• Cryptocurrency
• My Portfolio
• My Watchlist
• FREE Credit Score ₹100 Cash Reward
• Fixed Deposits
• My Messages
• Price Alerts
• Chat with Us
• Download App

Follow us on:

Taj Mahal Palace Hotel, Mumbai: How a rumoured building mistake became a modern design statement

Did the builders of taj mahal palace mumbai make a mistake in reading the architect's plans it's a compelling story. but it may not be true. the tatas deny this story..

Story goes that the Taj Mahal Palace in Mumbai was built back-to-front. Instead of the front facing the sea, it was the back that faced the sea. The back had a glamorous look while the front appeared relatively simple. (Photo via Wikimedia Commons)

Trending news.

• Tech company CEO refuses to step down after announcement of new CEO. Then, a clash over email
• 'Auspicious arrival': PM Modi welcomes newborn calf at his residence, names it 'Deepjyoti'. Watch
• 'Inflation is higher in West Bengal than in Tamil Nadu': P Chidambaram on tea for Rs 340 at Kolkata airport
• Stranded in space, Sunita Williams and Butch Wilmore to vote in US presidential election

You got 30 Day’s Trial of

• Ad-Free Experience

• Actionable Insights
• MC Research
• Economic Calendar

You are already a Moneycontrol Pro user.

USER CONSENT

We at moneycontrol use cookies and other tracking technologies to assist you with navigation and determine your location. We also capture cookies to obtain your feedback, analyse your use of our products and services and provide content from third parties. By clicking on 'I Accept', you agree to the usage of cookies and other tracking technologies. For more details you can refer to our cookie policy.

* We collect cookies for the functioning of our website and to give you the best experience. This includes some essential cookies.

Cookies from third parties which may be used for personalization and determining your location. By clicking 'I Accept', you agree to the usage of cookies to enhance your personalized experience on our site. For more details you can refer to our cookie policy

* I agree to the updated privacy policy and I warrant that I am above 16 years of age

I agree to the processing of my personal data for the purpose of personalised recommendations on financial and similar products offered by MoneyControl

I agree personalized advertisements and any kind of remarketing/retargeting on other third party websites

I agree to receive direct marketing communications via Emails and SMS

Please select (*) all mandatory conditions to continue.

• Harvard Business School →
• Faculty & Research →
• May 2017 (Revised September 2017)
• HBS Case Collection

Taj Hotels: Leading Change, Driving Profitability

• Format: Print
• | Language: English
• | Pages: 38

About The Author

Krishna G. Palepu

Related work.

• September 2017
• Faculty Research

Taj Hotels: Leading Change, Driving Profitability (B)

• November 2017

Taj Brand Relaunch

Rakesh sarna on leading taj hotels.

• Taj Hotels: Leading Change, Driving Profitability (B)  By: Krishna Palepu, Anjali Raina and Rachna Chawla
• Tajness  By: Krishna G. Palepu
• Taj Brand Relaunch  By: Krishna G. Palepu
• Rakesh Sarna on Leading Taj Hotels  By: Krishna G. Palepu
• Taj Hotels: Leading Change, Driving Profitability  By: Krishna Palepu, Anjali Raina and Rachna Chawla

Taj Hotels case study

Zamri Raman

24 February 2021

4 mins read

Delivering the “ Tajness” – a signature touch that is unmistakably Taj.

Introduction

Back in the 1890s, Jamsetji Tata was denied entry into the Royal Navy Yacht Club for the simple reason of being an Indian. The Tata founder vowed to set up an Indian hotel that gave world-class service and showcased prime Indian hospitality at the same time. This brought about the dawn of India Hotels Company Limited (IHCL) in 1899 and the iconic Taj Mahal Palace Hotel, Mumbai in 1903.

His legacy stands strong to this day, with IHCL being the largest hospitality company in the Southeast Asian region. Spanning across 118 years, IHCL owns more than 150 hotels in over 100 locations.

IHCL has diversified its business into various brand segments, including luxury hotels, select hotels, upscale hotels, service retail, and volume catering. The Group applies world-class services to its customers while maintaining the warmth of Indian hospitality. The combination of the two is what “ Tajness ” is all about.

– Jamsetji Tata, Founder of the Tata Group, Chairman (1868 – 1904)

• IHCL records a consolidated revenue of INR 4,596 Crore (USD 630.8 million) for FY 2019-2020
• Taj Hotels rank 1 st in India for customer experience (CX), according to a report by KPMG Global CX Excellence Report in 2018
• Wins Gallup Great Workplace awards for eight years

Opportunities

Among the strengths showcased by Taj hotel:

• The Group strives on building a stellar empowerment culture. They place a strong emphasis on an organisational value where employees put customers’ needs above everything else. This customer-centricity has developed an army of heroes, the likes for which is truly unparalleled. Their stakeholders’ courage was featured in news headlines during the Mumbai terrorist attack crisis. Employees were committed to saving the lives of the customer instead of their own, displaying customer centricity in its extreme value.
• Aspiration 2022 is a strategic priority plan drawn to drive the company forward. It is based on three “Rs” – Re-structure, Re-engineer and Re-imagine. The strategic plan encapsulates all stakeholders with key priorities, including monetisation and divestments, technology expansion, brandscape management, and portfolio multiplication.

Best practices

Employee experience.

• Value-driven recruitment – Taj Hotels has a longstanding tradition of hiring their frontline employees from small and semi-urban areas of India. The Group believes that this is where wholesome traditional Indian values can be found to this day, including respect for the elderly, humility, discipline, and honesty. In return, this value-specific workforce has helped Taj make their CX aspiration a reality.
• Empowerment of employees through extensive training – Every employee goes through an 18-month training period, instead of the usual 12-month offered by most hotels. Under the program, employees are guided through mentors, as well as classroom and on-the-job training. Emphasis is placed on technical skills, hygiene factors, and customer management. The training aims to produce highly empathic employees that can provide a seamless and personalised customer experience.
• Boosting motivation through recognition – The heart of delighted customers lies with satisfied employees. With that in mind, Taj Hotels created STARS (Special Thanks and Recognition System), which links customer delight to employee rewards. Through the system, points are collected on compliments from guests and colleagues, leading to an award for their outstanding service.

Digital experience

• Zero-touch economy – IHCL has rolled out a new system across its hotel chains, the IHCL Zero-Touch Service Transformation (I-ZEST). The system enables touchless services and interfaces with customer safety in mind. I-ZEST’s digital features ensure that guests can have secure and seamless engagement, ranging from digital invoicing and online payments to QR codes for restaurant menus.
• Mobile-first hotel – Taj has implemented keyless room entries to expand on the hotel’s frictionless experience. With mobile technologies such as Bluetooth 4.0 and the Taj mobile app, customers can now access their room with an in-app room key. This frugal innovation has made the customer journey easier, as it removes concerns usually raised with a physical key, such as loss or key recognition failure.

Brand experience

• Fostering brand partnership to expand customer base – In 2016, The Taj Group and Shangri-La joined forces to offer the best of both worlds to their customers via a loyalty-led programme known as Warmer Welcome. Through this partnership, customers can enjoy collecting and converting points between the hotels. Additionally, they enjoy benefits across 200 hotels and 131 destinations worldwide.
• Empowering community – In the aftermath of the terrorist attack in 2008, Taj Hotel established the Taj Public Service Welfare Trust (TPSWT) with the purpose to support individuals and communities affected by disasters. TPSWT has contributed INR 10 million (USD 0.14 million) towards the Kerala and Kodagu flood relief in 2018. The Group ensures continuity in the founder’s social legacy and aids communities with the motto “Giving Back to Society” on the forefront.
• Taj has an employee retention rate of 80%. This is an outstanding achievement, considering its base of 32,000 employees globally.
• The Group has a unique digital path with its customers. There is 95% customer engagement, with a record of 10 million unique website visitors and two million social media users to-date.
• Mobile web revenue has seen a full 100% increase since 2016.
• Customer loyalty revenues have gone up by 29% through the Taj InnerCircles and Warmer Welcomes programmes.

Key takeaways

• Empowering employees to deliver CX aspirations should be a business’ strategic focus. There is intense competition among enterprises to elevate their customer experience, either through services, products, or processes. To materialize their CX aspirations, companies need to first empower their employees. In the case of Taj Hotels, value-driven recruitment, extensive training, and appropriate recognition have helped build an outstanding experience for their guests.
• The post-COVID future lies in a contactless economy. Customer experience is now an integral part of any business’ decision-making process. Taj Hotels was swift in navigating the pandemic by putting CX at the heart of their product innovations. The Group has introduced multiple mobile and contactless solutions, making guest experience both secure and seamless.
• Businesses need to connect brands to the people – The pandemic has catalysed a major shift in customer consumption, behaviour, and expectation. Similarly, businesses should switch focus from their shareholders to stakeholders. Customers also tend to lean towards brands that contribute towards the greater good, which in turn translates to strengthened brand loyalty.