CHAROTAR UNIVERSITY OF SCIENCE AND

TECHNOLOGY(CHARUSAT)

FACULTY OF MANAGEMENT STUDIES(FMS)

INDUKAKA IPCOWALA INSTITUTE OF MANAGEMENT(I²IM)

BACHELOR OF BUSINESS ADMINISTRATION(BBA)PROGRAMME

BATCH 2020-2023
SEMESTER-4
START UP FIRM:
Ritesh Agrawal
OYO rooms

Nehang Bhatt
ID:-20BBA010
SEM-4
BBA-IIIM-CHARUSAT
Ritesh
Agarwal
oyo rooms
Course Code
 introduction
Ritesh Agarwal is the founder and CEO of OYO Hotels & Homes. Travelling
across India at the age of 17, Ritesh stayed in more than 100 bed and
breakfasts, guest houses, and hotels to realize there was a massive dearth of
affordable and good-quality hotels in the budget hotel category. He believed
that everyone deserves a beautifully designed, chic and comfortable living
space. And everyone deserves a better life. That’s how OYO was launched in
May 2013. OYO today is the world’s leading chain of hotels, homes, and spaces.
It also features among the companies which are tipped to become the next
start-up unicorns according to CB Insights research's findings, published in The
New York Times. It has raised a total of $125million of funding in 4 rounds from
7 investors. Agarwal has won many awards and accolades for his work
including the Business World Young Entrepreneur Award. He is a regular
speaker at entrepreneurial conferences and institutes across India and the
world and a fellow of the Thiel foundation. Agarwal holds a high school degree
from St. Johns Senior Secondary School.
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 Purpose of From a regular 17-year-old to the owner of a million-
selecting the dollar company at the age of 22. At an age when most of
us were busy securing admissions into colleges, some of

business leader us still confused about the career choices we

were making, Ritesh Agarwal decided to listen to his
heart.
was now
It or never. A good idea should never be made to
wait. In 2011, at the age of 18, he founded Oravel, a
platform for booking budget hotels, that later became
OYO.
For months, Ritesh travelled across the northern part of
the country, staying in budget hotels himself, doing first-
hand research, talking to customers every single day to
learn the problems and expectations of his customer
base. OYO, which is an acronym for ‘On your Own’,
started with one hotel in Gurgaon in 2013. Today, the
company has 8500 hotels in 230 cities across India and
has even launched in Malaysia. In just 3 years, OYO has
been named as India’s largest budget hotel network

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 About OYO Hotels
Oyo Hotels & Homes is an Indian hotel chain which has become the largest and
rapidly-increasing hospitality chain of leased and franchised hotels, homes and living
spaces. During the initial phase, OYO was mainly dealing with budget hotels. Later,
the startup expanded worldwide with thousands of hotels and vacation homes in
numerous cities of India, Malaysia, Nepal, UK, UAE, Sri Lanka and many more.
Presently, OYO employs over 17,000 people worldwide and around 8000 are in India
and South Asia. OYO has also established 26 training centers for hospitality
enthusiasts across India. In 2019, the company set a benchmark by generating
revenue of USD 951 million under the leadership of Ritesh Agarwal

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LEADERSHIP EXAMPLE 1
In 2016, OYO Rooms was at the crossroads. OYO founder Ritesh Agarwal and his senior
management team began debating if, when and how to roll out a full-inventory model,
which would require hotel owners become part of the OYO brand. It was a risky
proposition because not everyone was on the same page. Ritesh, an advocate of
distributed leadership, decided to hole up in a room with a group of people to hash it all
out.
Solution:
They use shared leadership method. Each person took ownership for a piece. Maninder
was to lead supply growth, working with Shirish to build the new revenue vertical; Ayush
would lead a team of business development managers to acquire hotels on the ground;
and Rajiv was tasked with building the entire data science stack needed to bring the new
model to life. Ritesh's role id to excite and inspire everyone about this new era at OYO,
and drive the organization to meet OYO's growth impact goal of 10,000 new rooms per
month. OYO hit that target in 15 months, and within two years had grown its fully-
franchised managed inventory by four times.

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 LEADERSHIP EXAMPLE 2
Transformational Leadership Model

A customer made a casual remark to the young man at the reception desk. Unknown to the
customer, the receptionist was 24-year-old Ritesh Agarwal is the founder of OYO. The
customer give an opinion to him that it would be nice to make an innovative works for the
hotel room.
Solution: Ritesh used the Transformational Leadership and then solved this problem as
follows:

• Develop the vision

• Model the vision
• Encourage experimentation
• Build commitment to the vision

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 Significant Impact 1

COVID-19 is having a huge impact on the entire hospitality industry worldwide with
occupancy rates plunging. In these uncertain and difficult times, continuing its fight against
COVID-19 and supporting society in its efforts to break the chain and maintain the
necessary nationwide
lockdown.

Solution: In this unprecedented and difficult period, Ritesh had use the servant leadership
style. Servant leadership is a leadership philosophy in which the main goal of the leader is
to serve. This is different from traditional leadership where the leader's main focus is the
thriving of their company or organizations. Ritesh Agarwal, the Founder & Group CEO, OYO
Hotels & Homes, has decided to forego 100% of his salary for the rest of the year.
Significant Impact 2
On 31st December 2015, Ritesh announced the launch of OYO Malaysia. The Chief Business Officer
(CBO) of OYO played an instrumental role in the launch of OYO Malaysia. The challenges for OYO in
launching their business in Malaysia are building a new market from scratch, market-specific, local
culture behaviours and new work environment. We can relate this issue with cultural issues in
leadership.

Solution:
It has a similar sense of excitement, faced somewhat identical challenges, but OYO had completely a
lot of learning experiences. Building a new market from scratch is a thrilling and exhilarating
experience. starting from understanding and adapting to a new cultural and social environment,
finding the right talent, understanding travel patterns of a new demographic and trying to overcome
language barriers while still building the local team. The consumer behaviour in Malaysia is quite
different from India but the team had a great time customizing product features to suit the local
demand without digressing from the core product.
The importance of investing time in learning more about team members and understanding how the
local culture influences their behaviour and values. There needs to be a clear understanding of
capabilities and challenges. Need to put strong processes in place to streamline inter-team
communication and workflow.

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Significant Impact 3

The COVID-19 pandemic has clearly shown us one thing-the importance of leaders who can lead
through a crisis with a balanced head and balance the talent experience with that of business
continuity has never been so much as it is right now.

Solution
Ritesh used the authentic leadership style. These leaders are positive people with truthful self-
concepts who promote openness. Ritesh is always be available during adversity. Employees know
whom they can reach out to. They also understand from their leader frequently and specially
more during the turbulent times as this one. He is a leader who is decisive and takes decisions
without hesitation will allow his employees to feel secure and take bold initiatives.

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THANK YOU
Apurva