BOSTON—It’s a hotel company owned by a family that dates 1,500 years, whose oldest property was built five centuries ago and whose managing director, Princess Padmaja Kumari Mewar, recently turned 29. Now HRH Group of Hotels wants to create a higher profile in North America and perhaps expand its reach through development and marketing partnerships.

The company calls itself India’s only chain of heritage palace-hotels and resorts under private ownership. Headquartered in Udaipur in the state of Rajasthan, the group consists of four Grand Heritage Palaces, formerly family palaces, and six Royal Retreats, less opulent buildings such as former hunting lodges that also provide a high-end experience. Another property, Lake Palace, is owned by the Mewar family and operated by Taj Hotels.

“We were the first family in India to convert our palaces into hotels in the late 1960s and 1970s,” said Padmaja, a third-generation hotel executive. “It was the only way to maintain and preserve them. They’ve  been fully modernized with regard to amenities su

Princess Padmaja     Kumari Mewar

The company’s and family’s mission is to keep and preserve these buildings. In fact, hotels are only a small part of the interests of The House of Mewar, which is the world’s longest serving dynasty going back to 734 A.D. Their portfolio also includes foundations, museums, trusts and charities. The Victoria and Albert Museum in London currently is featuring an exhibition of the art of India’s royal courts, to which the House of Mewar was the largest lender.

Visitors to HRH Group hotels can experience the extensive Mewar holdings, which include the largest crystal collection under one roof, vintage car collections, and a sound and light show.

Heritage and hospitality

While the palace buildings are a large part of the appeal to travelers, the company doesn’t compromise on the guest experience, Padmaja said. Ancient elements within each property, for example, aren’t an excuse for antiquated amenities.

“We need to be on top of things just like the fashion industry,” she said. “Hospitality changes constantly, and we don’t want to be left behind.”

Nor are they an excuse for poor service.

“My father (Shriji Arvind Singh Mewar) always says heritage isn’t an excuse for bad hospitality,” Padmaja said. Just because it’s a historic building doesn’t mean room service should take 45 minutes.”

Padmaja has solid grounding in delivering service. She spent two years at the Four Seasons Hotel New York, coordinating hospitality for the property’s 100 top guests.

“I wanted to understand how hospitality works in the U.S. so I could have a 360-degree point of view,” she said. “My time in America (she also worked on Wall Street) helped me in a number of ways. And while our cultures are very different and it’s difficult to copy, I learned important lessons about professionalism, work ethic and the importance of having the right team in place.”

Widening the net

HRH Group might be small, with an average of only 30 guestrooms per property, but the portfolio is diverse. The Grand Heritage Palaces are firmly in the luxury category; however, the Royal Retreats, while modern and comfortable, are accessible and can cost as little as US$100 per night.

And what the properties lack in room count they make up for with extensive public spaces, which are a popular option for weddings, meetings and other events. They also feature restaurants and other amenities associated with larger hotels.

For example, the flagship Shiva News Palace, with only 19 suites, offers 24-hour room service, free Wi-Fi, a swimming pool, squash courts and a spa. Meanwhile, the Sheikhabad Hotel, a Royal Retreat, was once a hunting lodge. Covering 250 acres, it offers horse stables, a cricket field and nature trails, 24-hour in-room dining, fitness facilities and a pool.

The largest market for those hotels and others within the group’s portfolio has been Europe, though India’s recent prosperity has spurred business from the domestic market. Looking ahead, Padmaja, who holds a degree in international relations from Tulane University in New Orleans (and who founded the Tulane Club of India in New York), is eager for more North American guests.

The company is open to expanding its reach in several ways. For one, while HRH Group isn’t affiliated with a marketing or representation group, it’s open to it as long as there’s an image match at both ends, Padmaja said. Similarly, the company is open to collaboration on other hotel projects.

“Again, any partnership has to be with companies that understand us and share the same goals,” she said.

HRH Group works with a handful of tour operators. In recent years, Padmaja also has led the participation of HRH Group at major travel and trade shows.

As for performance, the young managing director said the hotels have experienced peaks and valleys the past few years, with some of the valleys a result of problems beyond the company’s control.