George M. George

Managing Director, Xandari Resorts

Luxury in travel is increasingly becoming about access rather than excess. Travellers want to experience something they could not easily find elsewhere, and that is where local culture becomes extremely valuable.

India has enormous diversity in food, crafts, traditions, landscapes and ways of life. The hospitality industry can bring these elements into the traveller experience through local culinary experiences, visits to artisans, guided walks, traditional performances, farm experiences and conversations with people who have a genuine connection to the destination.

The important point is that these experiences should not feel staged simply for tourists. The more naturally they are integrated into the destination, the more meaningful they become.

Hotels and resorts can act as a bridge between travellers and local communities. Their role should be to curate and facilitate these connections while giving local people an authentic voice in the experience.

When done well, local experiences create value on both sides. Travellers leave with a deeper understanding of the destination, while communities gain opportunities to share their knowledge, skills and traditions.

Government initiatives can play an important role in creating the infrastructure and ecosystem required for more responsible and distributed tourism.

Programmes such as Dekho Apna Desh and Swadesh Darshan 2.0 have helped bring attention to the diversity of India’s destinations and the need to develop tourism beyond conventional circuits. The next step is to ensure that lesser-known destinations have the connectivity, basic infrastructure, interpretation and trained local resources needed to welcome travellers.

This is particularly important for rural and community-based tourism. A destination may have a remarkable craft tradition, cuisine, landscape or cultural practice, but without the right support, it may not be ready to receive attention as it should be getting.

There is also an opportunity for stronger collaboration between governments, local communities and the private sector. Hospitality companies can contribute through experience design, training,

responsible tourism practices and market access, while local communities remain central to the experience itself.

The long-term goal should be to make more parts of India accessible to travellers without making them lose what makes them special in the first place.

Authenticity has value only when the people and communities who create that culture are part of the value chain. Tourism stakeholders therefore need to move beyond simply showcasing local culture and focus on creating genuine economic participation.

Communities should have the opportunity to participate in tourism on their own terms and build sustainable livelihoods around their existing knowledge and skills.

At the same time, there needs to be a clear distinction between sharing culture and commercialising it.

Environmental sustainability must also be considered alongside cultural sustainability.

The hospitality industry can play the role of a responsible connector by bringing travellers closer to local communities while ensuring that the relationship creates value for both. The objective should be to leave destinations stronger, not simply more visited.

Prashant Chadha

General Manager, Le Méridien Ahmedabad

Travellers are increasingly seeking authentic, immersive experiences over conventional sightseeing. How can India’s destinations and hospitality industry turn local culture, cuisine, crafts, traditions and community-led experiences into compelling tourism propositions?

The meaning of luxury in travel is evolving. Today, it is increasingly defined not by what is exclusive, but by what is authentic, memorable and deeply connected to a destination. India has an extraordinary advantage in this regard because every region offers its own language of culture, cuisine, craftsmanship, traditions and stories.

The opportunity for the hospitality industry is to move beyond simply showcasing these elements and instead create meaningful ways for travellers to experience them. A hotel can become a gateway to the destination by introducing guests to local culinary traditions, artisans, neighbourhoods, heritage trails, performing arts and the people who give a place its character.

Ahmedabad and Gujarat offer a particularly rich canvas. From the architectural legacy of the old city and the intricate craftsmanship of Gujarat to its diverse culinary traditions, textiles and vibrant festivals, the destination has many stories that can be experienced beyond conventional sightseeing.

Hotels can play an important role by curating these experiences responsibly, collaborating with local experts, artisans, chefs and communities, and ensuring that the narrative remains authentic to the destination. For travellers, such encounters create a stronger emotional connection with a place.

At Le Méridien Ahmedabad, we see hospitality as an opportunity to help guests discover the destination through its culture, flavours and stories. When a traveller returns home carrying not just photographs, but a genuine connection with the place, that is when tourism becomes truly experiential.

What role can government initiatives such as Dekho Apna Desh, Swadesh Darshan 2.0 and rural and community-based tourism programmes play in promoting lesser-known destinations and creating more meaningful local experiences for travellers?

Government initiatives have an important role to play in creating the ecosystem in which authentic and experiential tourism can flourish. Programmes such as Dekho Apna Desh and Swadesh Darshan 2.0 have helped place greater emphasis on destination development, domestic tourism, sustainability and experiences that go beyond conventional tourist circuits.

Swadesh Darshan 2.0, in particular, adopts a destination-centric and sustainable approach, with emphasis on local communities, capacity building, entrepreneurship and the development of experiences that enhance the overall visitor journey.

The next opportunity is to strengthen the connection between these destinations and the hospitality ecosystem. Hotels, destination managers, local entrepreneurs, artisans, culinary practitioners and tourism organisations can work together to create curated experiences that make lesser-known places more accessible without compromising their character.

For a destination such as Gujarat, this can open up opportunities to introduce travellers to experiences beyond its established landmarks, including craft traditions, regional cuisines, rural landscapes, heritage communities and lesser-known cultural narratives. The identification of Thol Village in Gujarat under the Ministry of Tourism’s destination-development initiatives also demonstrates the potential to broaden the tourism map.

The role of hospitality is to act as a bridge between the traveller and these experiences. When infrastructure, connectivity, storytelling and local participation come together, destinations can evolve from places that tourists visit into places they genuinely connect with. That creates a stronger and more diverse tourism ecosystem for India.

How can tourism stakeholders ensure that the growing demand for authentic local experiences translates into sustainable economic opportunities for local communities while preserving the cultural heritage and identity of destinations?

Authentic tourism can only be meaningful in the long term when the communities that create and preserve a destination’s identity are active participants in its growth. The objective should therefore be to create a tourism model where cultural preservation and economic opportunity reinforce each other.

This begins with genuine collaboration. Hotels and tourism stakeholders can work directly with local artisans, culinary practitioners, guides, performers, entrepreneurs and community organisations, creating opportunities for them to participate in the tourism value chain. This can translate into employment, enterprise opportunities and greater visibility for traditional skills and knowledge.

Equally important is ensuring that cultural experiences are presented with sensitivity and integrity. Heritage should not become a performance created solely for visitors. The stories, traditions and practices of a destination need to remain rooted in the community that owns them.

For hospitality brands, sustainability also extends beyond the environmental dimension. It includes supporting local sourcing, responsible consumption, skill development and partnerships that allow economic value generated through tourism to remain within the destination.

Swadesh Darshan 2.0 reflects this broader understanding by emphasising sustainable and responsible tourism, local entrepreneurship, employment opportunities and capacity building among communities, including youth and women.

For Ahmedabad and Gujarat, this approach can help ensure that the growing interest in local cuisine, crafts, heritage and cultural experiences benefits the people who keep these traditions alive. Ultimately, the most enduring form of tourism is one where visitors discover a destination while the destination itself continues to thrive.

Manali Gupta

Cluster General Manager, Grand Mercure Mysore and ibis Styles Mysuru.

Travellers are increasingly seeking authentic, immersive experiences over conventional sightseeing. How can India’s destinations and hospitality industry turn local culture, cuisine, crafts, traditions and community-led experiences into compelling tourism propositions?

The appeal of travel today lies increasingly in discovering the character of a place rather than simply ticking off its landmarks. Mysuru lends itself naturally to this kind of travel. Its identity is woven through Mysuru silk, sandalwood, local cuisine, traditional arts, its royal heritage and the many customs that continue to shape everyday life. During Dasara, these elements come together in their most vibrant form, as the city fills with music, cultural performances, illumination, food, crafts and the grandeur of the Jumboo Savari. With more than 100 programmes across 15 venues in 2026, the festival offers travellers many different ways to experience the city. Being situated along the Dasara procession route, Grand Mercure Mysore finds itself within this living expression of Mysuru, where the destination naturally becomes part of the stay. The design, culinary experiences and sense of place within the hotel draw from the character of the city, creating an experience where guests can encounter Mysuru not merely as a destination, but as a living story.

What role can government initiatives such as Dekho Apna Desh, Swadesh Darshan 2.0 and rural and community-based tourism programmes play in promoting lesser-known destinations and creating more meaningful local experiences for travellers?

The next chapter of Indian tourism lies in making the many stories beyond the familiar tourism circuit easier to discover. Initiatives such as Dekho Apna Desh and Swadesh Darshan 2.0 can help create the infrastructure, visibility and connectivity needed to open these destinations to more travellers, while community-led tourism can give those journeys a distinctly local voice. Mysuru is a good example of how a destination can offer many different ways of discovering its character. During Dasara, the city comes alive through heritage walks, cycling and tonga rides, craft workshops, exhibitions, food experiences, cultural performances and the Jumboo Savari, allowing visitors to experience Mysuru beyond its well-known landmarks.

That same diversity is reflected in the hospitality landscape. Grand Mercure Mysore, with its connection to the Dasara procession route and the city’s royal heritage, offers one expression of Mysuru, while ibis Styles Mysuru draws inspiration from the birdlife and natural surroundings of Ranganathittu Bird Sanctuary, bringing a more contemporary and playful interpretation of the destination. Together, these experiences show how a destination can tell different stories without losing the essence of the place.

How can tourism stakeholders ensure that the growing demand for authentic local experiences translates into sustainable economic opportunities for local communities while preserving the cultural heritage and identity of destinations?

For authenticity to endure, the people, traditions and natural heritage that give a destination its identity must remain at the heart of its tourism story. In Mysuru, this can be seen in the artisans preserving its crafts, the communities keeping its culinary traditions alive and the generations that continue to celebrate Dasara. The

festival itself is a reminder that heritage can evolve with the times while retaining the traditions that give it meaning.

That balance also extends to how hospitality experiences are created. Grand Mercure Mysore draws from the city’s royal heritage and its place within the Dasara celebrations, while ibis Styles Mysuru looks towards another side of Mysuru, taking inspiration from the birdlife of Ranganathittu Bird Sanctuary and bringing that connection to nature into its design. These are different expressions of the same destination, rooted in what makes Mysuru distinctive rather than imposing a generic experience upon it.

The real opportunity is to ensure that tourism strengthens these connections: supporting local skills and enterprises, encouraging responsible interaction with culture and nature, and allowing traditions to remain relevant without losing their meaning. When visitors discover a destination in ways that respect its people, heritage and environment, tourism becomes more than an economic activity. It becomes a way of ensuring that the character of a place continues to be experienced, valued and passed on.

Praveen Sharma

Hotel Manager, Courtyard by Marriott Ghaziabad

Travellers are increasingly seeking authentic, immersive experiences over conventional sightseeing. How can India’s destinations and hospitality industry turn local culture, cuisine, crafts, traditions and community-led experiences into compelling tourism propositions?

The definition of luxury in travel is evolving from premium infrastructure to access, authenticity and experiences that feel unique to a destination. Travellers today want to understand a place through its food, traditions, crafts and people, rather than simply visiting conventional landmarks. India is well positioned for this shift, given the distinct cultural identity of its regions.

The hospitality industry can play a key role by bringing local experiences into the guest journey – through regional cuisine, local ingredients, traditional crafts, neighbourhood experiences and collaborations with local artists and producers. Hotels can act as a bridge between travellers and communities, while ensuring that these experiences remain authentic rather than feeling curated purely as a tourism product.

Meaningful involvement of local communities can also make tourism more sustainable by creating opportunities for artisans, chefs, producers and cultural practitioners. Ultimately, local becomes the new luxury when it gives travellers a genuine sense of place, connection and discovery that cannot be replicated elsewhere.

How can tourism stakeholders ensure that the growing demand for authentic local experiences translates into sustainable economic opportunities for local communities while preserving the cultural heritage and identity of destinations?

Tourism stakeholders need to ensure that local communities are active participants and direct beneficiaries of tourism. Supporting local artisans, chefs, farmers, guides and small businesses can create economic opportunities while keeping traditional skills and practices alive.

At the same time, experiences should be developed with communities rather than simply being packaged for tourists. Responsible sourcing, authentic storytelling and community-led experiences can help strike a balance between commercial growth and preserving the cultural identity of a destination.

Younis Khan

Hotel Manager, The LaLit Ashok Bangalore

Travellers are increasingly seeking authentic, immersive experiences over conventional sightseeing. How can India’s destinations and hospitality industry turn local culture, cuisine, crafts, traditions and community-led experiences into compelling tourism propositions?

India never has to invent a story. Every region already has one, and our job in hospitality is to share it properly. I began my career in the Front Office, where you learn quickly what a guest actually remembers. It is rarely the thread count. It is the moment that felt real: a conversation, a flavour, a person who took the time to explain. Authenticity is built from exactly those moments.

Cuisine is the easiest starting point because everyone eats. Today’s guests want to know who grew the millet, which family perfected the recipe, and why a dish is cooked the way it is. At The LaLiT Ashok Bangalore, Baluchi’s interactive kitchen lets guests watch kebabs and biryani come together, and that same spirit of transparency can extend to regional Karnataka produce, filter coffee and the wider South Indian table.

Crafts are next. Channapatna toys, Mysore silk, Bidriware and Ilkal weaves are living livelihoods, not souvenirs. A guest who spends an hour with the artisan will carry that piece home for years and tell ten people about it. Our neighbourhood is fortunate too, with Chitrakala Parishath, known for its art and craft exhibitions, close by.

Three things make these experiences compelling. First, substance: a real person and a real place, never a staged performance. Second, curation: a hotel can shape a half-day around a weaver or a heritage walk, so guests enjoy the story without worrying about logistics. Third, consistency: authentic must still mean safe, punctual, and comfortable.

Think of football, which I love: no team wins on one star. Hotels, artisans, chefs, and families all pass the ball. Bangalore, a 500-year-old city of palaces and gardens, has so much beyond

technology and traffic. When we tell those stories well, travellers stay longer, spend more, and return.

What role can government initiatives such as Dekho Apna Desh, Swadesh Darshan 2.0 and rural and community-based tourism programmes play in promoting lesser-known destinations and creating more meaningful local experiences for travellers?

Government initiatives matter because they do something no single hotel can: they change where the traveller looks.

Dekho Apna Desh, launched in 2020, gave domestic tourism a national conversation. Its People’s Choice poll and pledge invite citizens to celebrate the places they love. Domestic travellers are the backbone of Indian tourism, and when a family from Bengaluru discovers a village in Khajuraho or a fort in Rajasthan, a lesser-known destination gets its first real chance. Awareness is where every journey begins.

Swadesh Darshan 2.0 addresses what comes next. By moving from circuits to complete destinations and through Challenge-Based Destination Development, it rewards places that get the fundamentals right: connectivity, cleanliness, trained guides, digital access and local enterprise. The tribal homestay work under PM-JUGA is close to my heart, because a homestay is hospitality in its purest form. It puts a family, not a building, at the centre of the stay.

Rural and community-based programmes complete the picture, provided they are designed with the community and not merely for it. Homestays, village walks, craft cooperatives and local guides create meaningful experiences while keeping income within the village.

Hotels have a role too. We welcome thousands of guests, which makes us natural ambassadors. Our concierge desks, menus, and in-room content can point travellers beyond the city, and we can support training because service standards decide whether a village experience succeeds. A guest at The LaLiT Ashok Bangalore who has just enjoyed the city’s palaces and gardens is often ready to ask, “What else should I see?” That is our cue.

The ideal is a partnership: government builds the foundation, hotels and operators bring market access and service discipline, and communities tell their own story. When all three move together, a destination stops being “offbeat” and becomes simply worth the journey.

How can tourism stakeholders ensure that the growing demand for authentic local experiences translates into sustainable economic opportunities for local communities while preserving the cultural heritage and identity of destinations?

Demand is the easy part. The harder question is who benefits when the guest arrives.

In my experience, sustainability rests on four commitments. First, local ownership. Tourism works best when families and cooperatives own the experience, not just staff it. Where possible, hotels and operators should source directly from local farmers, artisans and guides, and pay fairly and promptly. A craftsperson who earns a dependable income has every reason to keep the craft alive.

Second, skills. Communities should not be limited to entry-level roles. Training in hospitality, guiding, food safety, digital bookings, and pricing lets local people move into management and enterprise. I began at the Front Office myself, and there is no reason a village youngster cannot follow a similar path.

Third, limits. Authenticity is fragile. Every destination has a carrying capacity, and crowding can quickly turn a living tradition into a performance. Small groups, seasonal calendars, respectful codes of conduct for visitors, and community consent on what is shared and what remains sacred will protect both the culture and the experience.

Fourth, measurement. We measure occupancy and revenue religiously; we should also track how much of the tourist rupee stays local, how many local people are employed, and how the community feels about visitors. What gets measured gets managed.

For a hotel like ours, sitting on ten acres of greenery in the middle of Bangalore, responsible choices can begin at home: local sourcing in the kitchen, artisan-made products in our spaces, and guest experiences that name the people behind them. Guests notice.

Preserving heritage is not about freezing culture. It is about letting communities decide how their traditions evolve and ensuring they are the first to benefit. If we get that right, tourism becomes a reason to protect heritage rather than a threat to it.

Ashesh L Sajnani ,

Founder of The Passport Hotel & Hotel Jewel of Chembur

1. How can India’s destinations and hospitality industry turn local culture, cuisine, crafts, traditions and community-led experiences into compelling tourism propositions?

The biggest opportunity is to stop thinking of local culture as something that needs to be packaged for tourists. It should be the foundation of the experience.

Travellers are becoming much more curious about the character of a destination. They want to know where locals eat, where they go for a drink, what music they listen to, who the local artists are and what makes one neighbourhood different from another.

Goa is a perfect example. Its identity goes far beyond beaches. There is a strong food culture, a creative community, distinctive architecture, music and an increasingly sophisticated cocktail culture. Goa is also home to bars that have received recognition through the Asia’s 50 Best Bars platform, which has helped put its cocktail scene on the global map.

This was one of the reasons we created The Passport Hotel in Assagao.

We call it India’s First Cocktail-Forward Hotel because we wanted cocktails to be part of the way a traveller experiences Goa, rather than simply something offered at a hotel bar.

But the larger idea is bigger than cocktails.

The Passport Hotel is designed as an experience-driven stay. Our guests should use the hotel as their base and then go out and discover the destination around them.

That means the hotel can introduce travellers to the neighbourhood, its food, its bars, its people, its creative community and the wider culture of Goa.

The hospitality brand becomes a gateway to the destination rather than a substitute for it.

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2. How can the growing demand for authentic local experiences translate into sustainable economic opportunities for local communities while preserving the cultural heritage and identity of destinations?

Hotels have the ability to bring a large number of travellers into a destination, but they don’t have to capture the entire spend within their own four walls.

There is a much more interesting model where a hotel becomes a connector between its guests and the local ecosystem.

If a guest stays with us and then goes to an independent Goan restaurant, visits a local artist, discovers a neighbourhood bar, buys from a local designer or experiences something created by someone who has lived there for years, the economic value of that stay spreads beyond the hotel.

That is particularly relevant in a destination like Goa, where so much of the experience comes from independent businesses and people who have built the culture of the place.

At The Passport Hotel, this is built into our philosophy. We don’t want to recreate all of Goa inside the property. We want to give guests reasons to leave the property and discover it.

Our Stamp Collectors initiative is one manifestation of that philosophy, encouraging guests to explore Goa’s cocktail scene and collect experiences along the way.

But the larger objective is to make the traveller feel connected to the destination and, in doing so, allow the destination itself to benefit from their visit.

Authenticity also has to come with responsibility. Local culture cannot simply become a backdrop for tourism. The people and businesses that create that culture need to remain an active part of the story.

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3. What role can hospitality brands play in encouraging travellers to explore lesser-known destinations and engage more meaningfully with the local ecosystem?

I think hotels can become curators of a destination.

When somebody checks into a hotel, they are effectively asking the property: What should I experience while I’m here?

That gives hospitality brands a powerful responsibility.

At The Passport Hotel, we deliberately chose Assagao because we wanted to be part of a neighbourhood rather than create an isolated resort experience.

Our role is not simply to provide a room. It is to help someone discover what makes this part of Goa interesting.

That could begin with a cocktail at Mini Bar, our lobby cocktail bar, and then take a guest into the wider Goa cocktail scene. It could be a recommendation for a restaurant, a local experience, an artist, a neighbourhood or somewhere completely unexpected.

The Passport Hotel’s entire concept is built around this idea of travel as discovery.

Even our name is deliberate. A passport is not about staying in one place. It is about collecting experiences and moving through destinations.

The Stamp Collectors Program brings that philosophy to life, but it is only one part of a much larger brand idea.

We want guests to leave with more than memories of their room.

We want them to leave knowing Assagao differently, Goa differently and perhaps even themselves a little differently.

I believe that is where the next generation of hospitality lies: not in making the hotel the destination, but in making the hotel the doorway to the destination.

Ritwik Khare,

Founder & CEO, ELIVAAS

1.Travellers are increasingly seeking authentic, immersive experiences over conventional sightseeing. How can India’s destinations and hospitality industry turn local culture, cuisine, crafts, traditions and community-led experiences into compelling tourism propositions.

● Sightseeing to co-creating: Travellers want to participate, not just watch – cook, craft, harvest. At ELIVAAS, this starts on the plate: farm-to-table dining brings produce straight from local farms into the villa kitchen.

● Villas as cultural anchors: Our village-themed villas root guests in local architecture, courtyards and materials. The stay itself becomes the first experience of the place.

● Everyday food is the new draw: A pahadi thali here, a Goan thali there travellers now seek the meal a local family actually eats, not a fusion menu. Authenticity itself has become a luxury.

● Wellness as local ritual: Spa and yoga at ELIVAAS draw on regional traditions, not generic five-star formats – wellness of the destination, not despite it.

● Experience over geography: Guests return to Goa not for the beach, but for a favourite cafe or a feni-making session left unfinished. The pull is the experience, not the place.

● From bucket-listing to slowing down: Wellness coaches and artists now approach us to host retreats and sip-and-paint sessions proof the shift is toward stillness, not just sightseeing.

● Depth over icons: One craft, one ritual, one produce done well builds sharper recall than a checklist of monuments.

● Storytelling as infrastructure: Farm-to-table needs a farmer’s name; yoga needs its roots. Provenance matters as much as the experience.

● Community as co-owner: Real authenticity means farmers, artisans and practitioners genuinely benefit not staged, but theirs.

2. What role can government initiatives such as Dekho Apna Desh, Swadesh Darshan 2.0 and rural and community-based tourism programmes play in promoting lesser-known destinations and creating more meaningful local experiences for travellers?

● A map to follow: Swadesh Darshan 2.0 – 53 projects worth over ₹2,208 crore, plus 38 Challenge Based Destination Development projects worth nearly ₹698 crore absorbs the early-stage risk of building in unknown villages. We often scout our next property off this groundwork: once a place gets connectivity and recognition, guests follow.

● Icons to circuits: Swadesh Darshan’s theme-based circuits – Buddhist, Tribal, Rural, Heritage, Northeast, Himalayan, Craft-linked give lesser-known spots a story bigger than themselves. Guests near our scheme-recognised villas often say it was the circuit, not the standalone village, that first caught their attention.

● Where our sourcing lives: PM-Janjatiya Unnat Gram Abhiyan pivots Swadesh Darshan 2.0 toward tribal and village economies precisely where ELIVAAS sources farm-to-table produce and craft partnerships. The scheme builds community infrastructure; we build the guest experience on top.

● Demand we depend on: Dekho Apna Desh shifts traveller psychology from “known metros” to “unknown Bharat.” A real share of our bookings now come from guests asking for villages they’d never heard of proof it’s working, and what sustains our occupancy beyond peak season.

● Visibility becomes income: Once a place is scheme-recognised, guest footfall through our villas puts money directly into homestays, guides, farmers and artisans. The scheme creates visibility; hospitality converts it into recurring local income.

● The last mile is ours to close: Schemes fund the homestay cluster or craft centre – marketing, consistency and last-mile connectivity is where private players step in. A well-run villa nearby often turns a scheme launch into sustained footfall, not a one-time spike.

3. How can tourism stakeholders ensure that the growing demand for authentic local experiences translates into sustainable economic opportunities for local communities while preserving the cultural heritage and identity of destinations?

● Where the money is needed, not just where footfall already is: ELIVAAS villas sit in quieter outskirts, not just touristy pockets so guest spending reaches smaller farms, lesser-known artisans and homestay-adjacent communities a touristy address would bypass.

● Revenue must reach hands, not just headlines: Rising footfall can bypass local communities if outside operators capture the value chain. We source produce, staff and craft locally, so spending doesn’t stop at the front desk.

● Quieter locations protect the pace: Overtourism erodes authenticity faster than infrastructure. Choosing outskirt locations spreads guest flow instead of concentrating pressure on the same few sites.

● Communities need a seat before the pitch deck: Local voices should shape what’s shown and how — this prevents cultural commodification and resentment toward tourism.

● Skill development is the multiplier: Training local youth in outskirt areas as guides and hosts, rather than importing city staff, keeps value within the community.

● Certification guards against dilution: As “authentic” turns into a buzzword, clear standards, fair-trade pricing, transparent ownership, honest sourcing protect genuine operators and traveller trust.

● Measure beyond arrivals: For ELIVAAS, the real markers are local income retention, artisan livelihoods and cultural practices kept alive not just occupancy.

Mehardeep Singh

Director of Acquisition and Development at Rubystone Hospitality

Travellers are increasingly seeking authentic, immersive experiences over conventional sightseeing. How can India’s destinations and hospitality industry turn local culture, cuisine, crafts, traditions, and community-led experiences into compelling tourism propositions?

Traditional form of touism are more satisfied in comparisson of Modern-day tourists. Instead, they are looking for an opportunity to engage with their destination. There are endless possibilities for India since everything about such exciting places is unique regarding their culture, food, craft, and history.

What is required is a paradigm shift in the approach of the hospitality industry in its approach from offering accommodation to acting as a bridge to the destination. Hospitality properties can provide such experiences to the visitors where they get an opportunity to interact with locals, learn about their cuisine, visit artisanal clusters, take part in craft workshops, discover unexplored cultural destinations, and understand festivals and traditions.

Destination hotels, more so in tier-2 cities and destinations meant for leisure purposes, have a tremendous potential in this regard. In contrast to offering a generic experience to the visitor in different places, hotels can tailor-make their experiences on the basis of uniqueness of the destination. A visitor to Udaipur, for example, will get as authentic an experience as far as local cuisine, art, and traditions are concerned as visiting local sights.

Authenticity is what counts here. Local culture must not be seen merely as a product to sell to tourists; it needs to be treated with respect and cooperation from those preserving it. Hospitality companies may collaborate with local cooks, artists, tour guides, actors, and entrepreneurs to generate business experiences that would have value and meaning to tourists.

In addition, this could allow destinations to develop distinctive tourism experiences that will help them differentiate among their increasingly tough competition. The reason is that once tourists leave photos behind and learn about the destination, the latter will remain memorable for longer.

What role can government initiatives such as Dekho Apna Desh, Swadesh Darshan 2.0 and rural and community-based tourism programmes play in promoting lesser-known destinations and creating more meaningful local experiences for travellers?

“Dekho Apna Desh” and “Swadesh Darshan 2.0” like things have the potential to be milestones to sphere of Indian tourism. These initiatives can act as pathways for more underexploited destinations and can encourage travelers to explore off the beaten track. The real benefit of these programs would be in generating an environment wherein new destinations get more visibility, have better infrastructure and support, and tourism is developed in a more structured way.

Travellers may just discover a destination, but there is much more than that which needs to be done in order to have a good travel experience. Factors such as connectivity, accessibility, accommodation, sanitation, signage, information availability and trained local service providers are very important. Destination development programs led by the government may be able to meet some of these basic requirements and make destinations easier for travellers to visit.

The next challenge is to combine the development of infrastructure with the development of the local economy. There is no doubt about the fact that many emerging destinations have unique local food habits, handicrafts, heritage, natural attractions and local community practices, but all these factors need to be effectively packaged and communicated to tourists.

The hospitality industry can support the activities of the government by developing an itinerary that will be based on their destination. In other words, the hotels can team up with the local guides, artisans, and local activities that will give the tourists an authentic experience. It will ensure that the tourists spend more time in the destination and also make their expenditure at various localities.

Tourism programs that focus on rural and community-based tourism will prove to be beneficial as they will generate revenue in those places which otherwise don’t have much to do with conventional tourism. However, the development needs to be done with a participatory approach involving the locals and the capacity of the destination itself. An increase in the number of visitors cannot be the only measure of success.

The key idea is to develop destinations that have well-integrated infrastructure, the hospitality industry, and the locals themselves. If the government programs provide the right environment and the private sector provides experience design and market access, then India will be able to diversify its tourism industry and offer tourists something outside the regular tourist destinations.

How can tourism stakeholders ensure that the growing demand for authentic local experiences translates into sustainable economic opportunities for local communities while preserving the cultural heritage and identity of destinations?

An increase in desire for authenticity opens up valuable economic prospects for the local community, but the success of this model will be possible only by making sure that local communities are participants in tourism and do not just become the tourist attraction itself.

A very useful approach is to develop better linkages between hospitality establishments and local business people. Local restaurants can take advantage of using local products, working together with local craftsmen, hiring local guides and entertainers, and including local business services for tourists in their programs. It is always beneficial when a higher percentage of the tourism revenue stays at the destination and creates chances for small businesses and craftsmen.

However, there are tremendous opportunities for destination hotels to adopt the philosophy of the region.Local cuisine, décor items made of regional products, regional crafts and unique

regional experiences can bring a sense of belonging and, at the same time, provide markets for the local crafts.

Moreover, in conserving the cultural heritage of any place, one has to be aware of what can and cannot be commercially exploited. Everything need not turn into a tourist spot. It must be recognised that the community must have a right to determine the way in which their culture, tradition, and heritage are presented as a tourist product. Some of the concerns that tourism industry people must consider include issues such as overcrowding.

As a result, the concept of sustainability has to go beyond being environmentally sustainable. Social, cultural and economic sustainability should be considered as well. Capacity building for the locals and partnerships with hotels and destination management organisations can allow locals to gain access to larger markets.

The goal is to develop a sustainable tourism model whereby the identity of a destination would be reinforced and enhanced by tourism rather than diluted. When locals derive economic benefit from tourism and keep control of their story, authentic experience becomes sustainable for locals as well as for tourists.

In this regard, the development of sustainable tourism in India would mean a transformation of its hospitality industry into a destination-centric one.

Gaurav Shiva,

General Manager, The Orchid Hotel Mumbai

• Travelers are increasingly seeking authentic, immersive experiences over conventional sightseeing. How can India’s destinations and hospitality industry turn local culture, cuisine, crafts, traditions and community-led experiences into compelling tourism propositions?

The fundamental shift we are seeing in travel is from consumption to participation. Travellers are no longer satisfied with simply visiting a monument or ticking a destination off their list; they want to understand the character of a place and feel a genuine connection with it.

For India, this represents a significant opportunity because our cultural diversity is itself a tourism asset. Cuisine, crafts, performing arts, festivals, local traditions and community stories can all become experiential propositions when they are thoughtfully curated and integrated into the destination journey.

From a hospitality perspective, the role of a hotel is increasingly that of a destination curator and connector. We can introduce guests to local experiences, regional cuisine, artisans and communities and help create a seamless journey between the hotel and the destination.

But the strategic opportunity is to move beyond creating individual experiences and develop distinct destination identities. If a region can identify what makes it culturally and experientially unique, build a strong proposition around it and connect that proposition with accommodation, accessibility and local enterprise, it can create a compelling reason for travellers to visit—and potentially stay longer.

The real competitive advantage for India will be our ability to transform cultural diversity into well-curated, high-quality experiences without compromising authenticity.

• What role can government initiatives such as Dekho Apna Desh, Swadesh Darshan 2.0 and rural and community-based tourism programmes play in promoting lesser-known destinations and creating more meaningful local experiences for travelers?

Government initiatives can play the role of an enabler and ecosystem builder. Promoting lesser-known destinations requires much more than marketing. It requires coordinated development across connectivity, infrastructure, skills, digital visibility, accommodation, visitor services and more.

Initiatives such as Dekho Apna Desh and Swadesh Darshan 2.0 are important because they create a framework for developing destinations beyond the traditional tourism centres. The next opportunity is to integrate local communities and the private sector more deeply into that framework.

For example, a destination should not be promoted only around a landmark. Its entire proposition can be developed around its cuisine, crafts, natural environment, heritage, festivals and community experiences. This creates a more diversified tourism economy and gives travellers more reasons to visit and stay longer.

I also believe public-private collaboration will be critical. Government can create the infrastructure, policy framework and destination visibility, while the hospitality and tourism industry can bring expertise in experience design, service standards, distribution and global marketing.

If we get that partnership right, we can move from destination promotion to destination development—which is ultimately what will make emerging destinations sustainable in the long term.

• How can tourism stakeholders ensure that the growing demand for authentic local experiences translates into sustainable economic opportunities for local communities while preserving the cultural heritage and identity of destinations?

In my opinion, the first thing we need to recognise is that the community has to be at the centre of the experience.

If we are showcasing a local craft, cuisine or tradition, the people who have preserved that tradition should also be the ones who benefit from the tourism it generates.

So, we need to look at the entire local ecosystem—artisans, farmers, food producers, guides, small businesses, transport operators and community entrepreneurs. The objective

should be to ensure that tourism creates opportunities across that ecosystem and not just for the larger tourism businesses.

At the same time, we have to be careful about how we commercialise culture. Authenticity cannot simply become a product. There needs to be respect for local traditions, sensitivities and the community’s way of life.

When communities see real economic value in their culture and traditions, they are more likely to preserve and pass them on to the next generation.

So, for me, sustainable tourism is really about finding that balance—giving the traveller an authentic experience, creating economic value for the community and protecting what makes the destination special in the first place.

Debaditya Chaudhary

(Managing Director – Chowman, Oudh 1950, Chapter 2, & Chaudhary and Company)

Q1. Travellers are increasingly seeking authentic, immersive experiences over conventional sightseeing. How can India’s destinations and hospitality industry turn local culture, cuisine, crafts, traditions and community-led experiences into compelling tourism propositions? 

Nowadays travellers are looking for more than just a destination; but are rather looking for a story they can experience and take back with them. Being a traveller myself, I’ve always felt that the most memorable experiences come from discovering a place through its food, people and culture, rather than simply visiting its popular landmarks. This is where our country has an advantage because of its diversity. Every region has its own food, traditions, craftsmanship, festivals and way of life. 

Cuisine, in particular, has a powerful connection to the local culture. When a traveller experiences a regional dish, hears the story behind it or interacts with the people who have preserved that tradition, it enhances the traveller’s experience and becomes far more meaningful than simply visiting a landmark. For us at Chowman, food has always been about creating an experience around Asian cuisine and its stories. The larger opportunity for Indian hospitality is to make local food and culture a bridge between the traveller and the community, allowing visitors to experience a destination through its people and flavours. 

Q2. What role can government initiatives such as Dekho Apna Desh, Swadesh Darshan 2.0 and rural and community-based tourism programmes play in promoting lesser-known destinations and creating more meaningful local experiences for travellers? 

I think initiatives like Dekho Apna Desh and Swadesh Darshan 2.0 can play a key role in bringing lesser-known destinations into the spotlight by improving their infrastructure and visibility.But I believe the real experience comes from connecting travellers with the local community, through food, crafts, traditions and everyday life. Social media and content creators can further help local communities tell these stories to a wider audience. If we combine infrastructure with authentic local experiences and storytelling, we can make travel more meaningful while also creating opportunities for local businesses and entrepreneurs. 

Q3. How can tourism stakeholders ensure that the growing demand for authentic local experiences translates into sustainable economic opportunities for local communities while preserving the cultural heritage and identity of destinations? 

I believe the people and communities who have preserved these traditions over generations should remain at the heart of the tourism experience. From a hospitality perspective, I feel we can contribute by working more closely with local chefs, artisans, farmers and producers, and by giving them a platform to share their stories and skills. This will create economic opportunities and also helps keep local traditions alive.

I think local cultural experiences are personal, genuine and cannot be easily replicated.These experiences become more popular, it is important that we preserve what makes them special rather than changing them just to cater to tourists. If we get that balance right, tourism can benefit both the traveller and the communities that make these experiences unique.

Gayathiri OM,

Executive Director, Mango Hill Hotels

“World Tourism Day is an opportunity to reflect on how travel is evolving and what travellers increasingly value from a destination. Today, luxury in travel is moving beyond opulence to encompass authenticity, a sense of place and meaningful connections with the destination. Travellers are increasingly seeking experiences that allow them to discover the local character of a place through its culture, cuisine, architecture, landscapes and way of life.

This shift is particularly relevant to South India, where every destination offers a distinct travel experience. At Mango Hill Hotels, our presence across destinations such as Kodaikanal, Ooty, Yercaud, Pondicherry, Auroville, Velankanni, Coimbatore and Chennai gives us a close understanding of the diverse ways people travel across the region. A hill retreat, a coastal escape, a pilgrimage destination or an urban stay each brings its own sense of place, and this is increasingly becoming an important part of the guest experience.