The Himachal Pradesh Tourism Development Corporation’s initiatives underline a crucial truth: with the right intent, strategy and execution, Government-run tourism corporations can still be profitable, competitive and relevant in a fast-changing market. At a time when public sector undertakings are often written off as inefficient, HPTDC’s turnaround-driven approach offers a compelling counter-narrative-and a ready-made model for others, especially Jammu and Kashmir. HPTDC’s current strategy is a clear focus on motivation, modernisation and market integration. The proposed performance-based incentive policy, offering a 5 percent incentive to employees of profit-exceeding units, is a progressive step rarely seen in Government corporations. Such measures foster ownership, accountability and a results-oriented culture-qualities essential for survival in a competitive hospitality sector.
Equally significant is HPTDC’s push towards digital and market-driven expansion. The tie-up with MakeMyTrip, making 56 HPTDC hotels available on a leading online travel platform, reflects an understanding of contemporary consumer behaviour. In today’s digital-first travel ecosystem, visibility on OTAs is no longer optional; it is essential. Complementing this is the revamping of HPTDC’s official web portal to strengthen direct bookings and brand identity, ensuring a balanced approach between third-party platforms and owned digital assets. Infrastructure upgradation remains another strong pillar of HPTDC’s strategy. Renovation of multiple hotels across Himachal signals a commitment to quality, professionalism and customer experience. Exploring foreign exchange services through an FFMC licence further demonstrates innovative thinking-leveraging tourist footfall to add new revenue streams beyond room tariffs and food services. With revenues crossing Rs 108 crore in 2024-25, HPTDC has shown that tourism, even under Government ownership, remains a lucrative proposition when managed with foresight and professionalism.
The contrast with JKTDC could not be starker. A chronic loss-making entity, JKTDC struggles to pay salaries for months, while its assets are increasingly pushed towards outsourcing, with little success in attracting private players. Despite J&K’s unparalleled natural and cultural tourism potential, the corporation remains trapped in outdated policies, weak digital presence and poor asset utilisation. The lesson is clear. HPTDC has demonstrated that the model works. What is missing in J&K is not opportunity, but intent, accountability and policy clarity. In the digital age, diagnosing failures is not difficult. The onus squarely lies with the Government to introspect, course-correct and act decisively. The forward path exists; what is required now is the will to walk it.
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