Radisson Hotel Group is set to increase its Indian hotel count to 500 by 2030, advancing its footprint beyond metropolitan areas. In the first half of 2026, the company signed 18 new hotels and opened four, pushing its operational portfolio to 142 hotels spanning 86 cities. Its development pipeline stood at 98 hotels by mid-2026, signaling accelerated growth prospects.
Focus on Emerging Markets and Conversion Strategy
Radisson is concentrating its expansion on Tier II, III and IV cities, along with emerging commercial hubs, leisure spots, religious tourism centres, and hotel conversions. Conversions are increasingly vital for quick growth and unlocking value, while greenfield projects continue in markets
lacking branded hotel supply. This multifaceted approach aims to deepen regional penetration and address untapped hospitality demand across India.
Cities and Destination Types in Portfolio
The company’s portfolio includes emerging commercial centres like Rajkot and Jamshedpur. Siliguri serves as a gateway market, with leisure destinations such as Kasauli and Gopalpur also featuring in its network. Religious tourism hubs like Nathdwara and Prayagraj are included as key targets. Over half of Radisson’s Indian operational hotels are located in Tier II and Tier III cities, reflecting a strategic shift from traditional metros such as Delhi and Mumbai.
Infrastructure and Travel Demand Driving Expansion
Rise in domestic travel demand, improved transport infrastructure, and enhanced regional
air connectivity support Radisson’s growth plans. The company targets commercial centres, industrial clusters and tourism destinations benefitting from government investments and expanding highways. States identified with strong growth potential include Odisha, Jharkhand, Assam, Meghalaya, West Bengal and Andhra Pradesh.
Operational Model and Business Priorities
Radisson adheres to an asset-light business model, favoring management contracts to expand operations efficiently. Hotel conversions allow for faster market entry and value creation, while greenfield developments remain selective, based on long-term prospects and owner capabilities. The company aims to convert more pipeline projects into functioning hotels in the next two years to leverage robust domestic travel momentum and a stable
operating environment.
Sector Opportunities and Policy Reform Needs
Strong growth opportunities are identified in meetings, incentives, conferences and exhibitions (MICE), destination weddings, and religious tourism. Radisson calls for policy reforms including broader infrastructure status recognition and streamlined single-window approvals to enhance project viability and accelerate hotel development.
