Brands
Dusit checks into India’s heartland with big plans and bigger pillows
MUMBAI: Who said luxury stays were only for metros? Dusit International, Thailand’s hospitality heavyweight, is going deep into India’s belly—and we’re not talking about Bangkok curry. After dipping its toes in the Himalayas with dusitD2 Fagu in Shimla, the brand is doubling down with a fresh batch of hotels in under-served but high-potential Indian cities. From Bhiwadi to Manali, the roadmap is equal parts spa, strategy and some serious swagger.
Dusit’s new game plan includes opening six properties across tier two and tier three cities like Raipur (200 keys), Bhiwadi (165 keys), Lonavala (120 keys), Kolkata (220 keys), and luxury boutique escapes in Kasol and Manali (40 keys each) under the Dusit Collection banner. It’s the brand’s way of sprinkling its signature Thai-inspired gracious hospitality across India’s scenic but often overlooked travel gems.
“India represents an exceptional growth opportunity for Dusit – across major metros and particularly in tier two and tier three cities, where premium hospitality options remain limited despite strong demand,” said Dusit International VP – development (global) Siradej Donavanik. “The country’s tourism industry is evolving rapidly… We aim to create exceptional stays that resonate deeply with Indian travellers.”
Fresh off the December 2024 launch of its dusitD2 Fagu in Shimla, the company also inked deals for three more properties in Karnataka, including the wellness-centric Devarana Sakleshpur – A Dusit Retreat (expected to open in 2028), and two Dusit Princess Hotels & Resorts.
With a portfolio stretching from ultra-luxury Devarana to millennial-ready ASAI Hotels, Dusit isn’t aiming for mass expansion. It’s curating destinations with a wellness bent, premium design ethos, and genuine local flavour. Think essential oils meet essential Instagram content.
The hospitality giant is also walking the sustainability talk. Its Tree of Life programme aligns with the UN’s sustainable development goals through 31 measurable criteria — planting not just properties but purpose. From reducing impact to upskilling talent, Dusit is setting up more than just beds. It’s crafting a hospitality ecosystem, including local education through Dusit Hospitality Education.
All this fits into Dusit’s global ambition of signing over 100 hotels in the next five years, across emerging markets like Vietnam, Indonesia, China, Japan, and India. With its seamless blend of Thai flair and local insight, the group wants to turn every stay into an experience, not just an expense.
Brands
Estée Lauder to shed 10,000 jobs as new boss bets on digital shift
The cosmetics giant raises its profit outlook but stays silent on a possible merger with Spain’s Puig, as job cuts deepen and a three-year sales slump weighs on the turnaround
NEW YORK: Stéphane de La Faverie is not done cutting. Estée Lauder announced on Friday that it plans to eliminate as many as 3,000 additional jobs, taking its total redundancy programme to as many as 10,000 roles, up from a previous target of 7,000 announced a year ago. The company, which owns La Mer, The Ordinary, Tom Ford, and Aveda, employs roughly 57,000 people worldwide. The mathematics of what is now being contemplated is stark.
The fresh round of cuts is expected to generate a further $200 million in savings, bringing the total annual savings from the programme to as much as $1.2 billion before taxes. That money, De La Faverie has made clear, will be ploughed back into the turnaround.
A CEO in a hurry
De La Faverie, who took the helm in January 2025, inherited a company that had endured three consecutive years of annual sales declines. His response has been to move fast and cut deep. A significant portion of the latest redundancies reflects his push to reduce headcount at US department stores, long a cornerstone of Estée Lauder’s distribution model but now a channel in structural decline. In their place, he is accelerating the shift toward faster-growing online platforms, including Amazon.com and TikTok Shop, a pivot that is reshaping not just where Estée Lauder sells but how it thinks about its customers.
The numbers are moving in the right direction
Despite the pain, there are signs the medicine is working. Estée Lauder raised its profit outlook for the remainder of the fiscal year, guiding for adjusted earnings per share in the range of $2.35 to $2.45, above analyst estimates and a notable step up from the $2.05 to $2.25 range it had guided for in February. Organic net sales growth is expected to come in at 3 per cent, the company said, at the high end of the range it set out in February.
The share price tells a mixed story. After De La Faverie took charge, the stock surged nearly 60 per cent, buoyed by investor optimism that a longtime company insider could finally arrest the decline. But 2026 has been rougher: the shares have fallen 27 per cent this year, weighed down by disappointing February results and the overhang of unresolved merger talks with Spanish beauty giant Puig Brands SA. The company gave no additional details about those discussions on Friday, leaving the market to guess.
Silence on Puig
The proposed tie-up with Puig remains the most consequential unknown hanging over Estée Lauder. A deal with the Barcelona-based group, which owns brands including Carolina Herrera and Rabanne, would reshape the global luxury beauty landscape. But with nothing new to say and a turnaround still very much in progress, De La Faverie is asking investors to trust the process.
Three years of sales declines, 10,000 job cuts, and a merger that may or may not happen. At Estée Lauder, the overhaul has barely started.
