Purpose -This paper aims to explore the challenges in adopting and executing technology within the hospitality industry in India. The paper recognizes the upcoming trends and their impact on the expansion of the industry. Technology plays an integral role in strategic decision making, yet the service industry has only been able to utilize the technology superficially but has not been able to integrate its functions with other business operations. This paper seeks to explore the issues in taking on and implementing new technologies in the hotel organization globally and in India. Design/methodology/approach -Personal interviews were conducted with general managers of global chains of hotel organizations in India to gain an insight into the challenges faced by the hotels globally and at the unit level in adopting and applying the technologies in their business operations. The research also provides information on future trends in technology that might lead towards the enhancement of the service delivery process. Findings -This research helps in identifying the key internal and external challenges that the hospitality industry faces in adopting new innovative strategic IT solutions, hence leading to reluctance towards investment in IT. This research further amalgamates the key findings and presents a framework titled "Strategic importance of technology and challenges for hospitality industry". Practical implications -The paper recommends practical solutions for policy makers and practitioners that can be applied globally. Originality/value -The research addresses the real life problems impacting the hospitality industry across the globe and has collected inputs from hotel experts or executives of international chains in India.

Purpose The paper aims to research the current understanding of Slow Food in the Indian hospitality sector and to identify how the industry can embrace the concept and its sustainability. To begin, underpinnings are considered in relation to traditional, locally produced food for patrons that is actually “farm to fork” in terms of its delivery model as evidenced by backward integration in the supply of key ingredients. The economics of the backward integration is analysed to measure its impact on businesses’ bottom-line in the context of an inflationary economy. Design/methodology/approach Existing published literature is reviewed with reference to the “Slow Food movement” from both an international and Indian perspective. Vedatya’s approach to sustainable culinary value chain creation and its applicability for industry adoption with an intent to offer Slow Food on commercial menus is documented and discussed. A round table discussion with key food and beverage leaders is also documented and analysed to establish the current state of awareness and readiness of the sector to offer “Slow Food” through an integrated supply chain in India. Findings Slow Food as a concept is new to India; there is a huge shift in many parts of the world towards food that is fresh, traditional and drawn from locally available ingredients. This research shares Vedatya’s experience in developing an integrated value chain that can provide a sustainable Slow Food model for the Indian hospitality and restaurant sector to deploy with a positive impact on profitability too. Research limitations/implications There is need for more research to better understand the feasibility of hospitality businesses working on supply chain with backward integration, to offer “Slow Food” to consumers. While there seems to be a demand for traditional food, this paper does not research that aspect; further research is required to ascertain the potential demand for Slow Food in India. Practical implications The popularity of Slow Food is global; however, the Indian hospitality sector is yet to warm up to this potential. The customer focus on healthy, traditional, fresh food opens an opportunity to innovate, and businesses that build capacity to offer real farm-to-fork menus can become market leaders and will reap bottom-line benefits through lower input costs because of supply chain integration. Originality/value This paper is unique in terms of offering a discussion on the potential of Slow Food as the next realm of culinary innovation in India. It also adds value by sharing the Vedatya experience in terms of developing an integrated supply chain that facilitates the Slow Food offering in a farm-to-fork format. The model can be emulated by commercial hospitality businesses resulting in cost advantages and higher satisfaction levels of customers.

Purpose – This paper aims to discuss the opportunities and challenges that India offers in terms of leveraging the cultural and economic potential of the fairs and festivals. Design/methodology/approach – This paper sets the tone for the theme by evaluating “fairs and festivals” being organized all year round in different parts of the country, as drivers of economic growth and cultural continuity. Findings – The paper probes the key opportunities and challenges with respect to leveraging the cultural and economic potential of fairs and festivals in India. Practical implications – There are a number of practical implications for practitioners and policymakers that will allow India to optimally leverage the huge cultural and economic potential that the various fairs and festivals offer. This requires a holistic understanding that will ensure that aspirations and concerns of all key stakeholders are taken into account. Originality/value – The research through this theme issue will document the cultural and economic impact of a range of specific fairs and festivals in India. Can these cultural resources be sustained and deployed effectively to have a positive economic impact on the lives of communities connected?

PurposeIn the Indian context with an extended phase of high food inflation impacting the hospitality sector, there is a need for coping mechanisms to protect the business bottom line and maintain revenue growth. This need is even more pronounced within the budget restaurant segment. There is limited research that identifies the approach and innovative practices that food and beverage profit centers (hotels and restaurants) can deploy to handle the impact of the identified macroeconomic variable. The purpose of this paper is to probe the general approach and innovation that the budget segment may have used to survive the impact of a sustained increase in prices of food products and related raw materials.Design/methodology/approachA qualitative approach is adopted for this investigation, through a mix of in‐person or telephone interviews with operating managers (F&B manager, restaurant manager and chefs). The feedback from these sources provides an understanding of the responses of the budget segment to the stated issue of inflation in food products. The qualitative approach generates a spectrum of responses that helps to document some of the best practices that yielded good results, allowing the broader segment to emulate the same.FindingsThe research helps owners and operators to draw from innovative practices and approaches used to deliver improved fiscal performance in terms of managing food cost, without adversely impacting customer experience and overall business profitability.Research limitations/implicationsThere was a possibility that no clear indicators would emerge from the feedback, nonetheless the experiences that are documented through this research open doors for further research into innovative practices in managing food and beverage costs for improved profitability.Practical implicationsThe budget food and beverage sector in the Indian context has been dealing with high inflation of 14 ‐ 18 per cent on the supply side. A mix of strategic choices including passing the additional cost to end users, compromises in the form of diluting product quality or quantity (portion size) or unique process changes are also possible responses.Originality/valueThis paper lists best practices and also evaluates if there is any commonality emerging from the segment in terms of the “right approach” to manage food cost under prevailing inflationary conditions.

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