The Hindu Business Line : Sunday brunches still entice Bangaloreans despite recession

Flavour of the times: A passer-by reads a billboard put up by a Chinese restaurant on Tank Bund Road in Bangalore on Monday, offering “recession discount" to attract customers.

Anjana Chandramouly

Bangalore, March 23 Sunday brunches, the concept made popular by Bangalore’s five-star hotels, remain popular as ever despite the economic downturn.

“Recession never hinders family events and get-togethers,” says Mr Andrew Hendrian, General Manager, Hotel Leela Kempinski.

The proof of the concept’s popularity even in such testing times is in the fact that Hotel Ista has come out with hoardings at prominent locations in the city for its Sunday brunches. Mr Nikhil Kapur, General Manager of the hotel says that Sunday brunches have contributed to 6-7 per cent of weekly sale; “it is similar even now,” he adds.

The brunches here start from Rs 950, “and we have a brunch at Rs 1,250 with unlimited alcohol up to Rs 2,500, which includes Moet Chandon Champagne and a foot reflexology,” says Mr Kapur.

The number of covers during the brunch does add to the overall revenue “considering the higher charges for the brunch vis-a-vis the lunch,” says Mr Anand Rao, General Manager, ITC’s The Windsor.

However, hotels are now ensuring that customers get “value for money”. At the Taj West End, a wide array of options for the brunch paired with unlimited champagne makes the offering “a good value for money”, says its spokesperson.

According to Ms Huvidha Marshall, General Manager, The Oberoi, the hotel has not reduced its prices nor does it offer discounts. “We always try and upgrade the product to wow our guests.”

The hotel has introduced a few innovative and new product lines within ‘The Sunday Gourmet Lunch’ for the enjoyment of its guests. “In order to give optimum value to our customers, the hotel does not count the covers or double-sale covers as a practice,” says Ms Marshall.

For Hotel Leela, Sunday brunch has never been a major contributor to the overall F&B profits, says Mr Hendrian. “With the lavish food spread and an offering of unlimited alcohol, there is barely any profit that the hotel tends to generate. The pricing is purely based on the cost of the food and beverage with a minimalist margin.”

Though he claims that the concept was first introduced in the city by his hotel, it has now gained ground even in the city’s stand-alone restaurants. The only difference observed over time in terms of patronage “has been rationalisation due to emergence of new opportunities in the market. Due to this, the existing audience gets diversified,” says Mr Hendrian.

A slight slump is seen among the corporate clientele. As Mr Rao puts it: “There is a slight downturn for the corporate clientele, but family guests continue to remain the same.”

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