Building Loyalty in Dubai’s Competitive Hospitality Market

Exclusive interview with Eti Bhasin, Executive Director at Majestic Hotels, UAE

As Executive Director of Majestic Hotels, what are your key priorities in overseeing the group’s operations, growth and long-term direction?

Representing as the Executive Director of Majestic hotels, key priorities:

• Bringing in strategies for forecasting the demand and simultaneously liaise with operations teams to meet objectives laid out for the year.

• Values and ethos foundation laid out to be consistent amongst all team members working at Majestic Hotels, whether at different properties or within different tiers of management
• Expansion possibilities and generating sources of revenue generation

Majestic Hotels announced its fourth Dubai property, Majestic Central Hotel, in 2026. The 68-room, three-star property is near Sharaf DG Metro Station and caters to business and leisure travelers, with flexible monthly stays?

With the war situation that occurred in March 2026, we were amidst the opening of our 4th property Majestic Central Hotel, and it was a challenge posed to us to function with the best strategies for survival and monthly long terms contracts were introduced for the locals residing here in UAE. Being right in front of the metro station proved advantageous to our local crowd and that brought our occupancy levels to over 75% within 2 days of opening.

Having built F&B concepts such as Dhaba Lane and The Permit Room, what have been the biggest lessons from your entrepreneurial journey, and how have they shaped your approach to hospitality?

One of the biggest learning lessons that I received from my F&B journey so far, is to be consistent and persistent towards your goal. Each day in hospitality is a new learning. No two days are the same and service industry humbles you in that way.

Most importantly, to be relevant whether in terms of digital awareness or even latest food trends, guests demands are ever evolving. Also, it’s necessary that restauranters need to be up to date with latest technologies and be able to translate the same into their business.

In 2026, Majestic Hotels marked two decades of operating in Dubai, reflecting on its homegrown identity, returning guests and the memories created through its properties.

When Majestic started, Dubai was a very different destination. Today, it is one of the world’s most competitive hospitality markets. We have seen the city change, guest expectations change, technology change and the way people travel change. Through all of that, we moved from one hotel to four, but our strongest asset has remained the same: people who know us and choose to come back.

For us, 20 years is therefore not about looking backwards. It is about proving that a homegrown brand can evolve without losing its personality.

Your 20th-anniversary campaign combines staycation offers with discounts on dining. How do you see such experiences helping hotels connect with residents as well as international visitors?

A staycation allows us to become part of the guest’s life rather than simply part of their travel itinerary. For Dubai residents, it is an opportunity to rediscover their own city. For international travelers, it gives them an opportunity to experience more than the traditional hotel stay.

Dining plays an important role because food creates memories in a way very few things can. A guest may not remember every detail of their room, but they will remember a dinner, a celebration, a conversation or an evening spent with family.

That is why our anniversary campaign is not simply about putting a discount on a room. It is about giving people a reason to walk through our doors and creating enough of an experience for them to want to return.

• Dubai’s hospitality market is highly competitive, with international chains, boutique properties and independent hotel groups competing for attention. How can homegrown brands differentiate themselves beyond brand name, pricing and location?

A homegrown hotel does not have the global footprint of a multinational chain, and it does not need to. What we have is something that is much harder to manufacture, local understanding and genuine relationships.

We know our market. We know our guests. We can make decisions quickly. We can adapt our products around what people actually need rather than waiting for a global brand strategy to change. But being homegrown cannot become an excuse for staying traditional. Local does not mean old-fashioned. International brands can offer recognition, homegrown brands can offer belonging. That is where we believe the real differentiation lies.