Who will take on Trump branded residences in India?

INDIA – Trump Residences Gurgaon, launched in May, sold out all 298 units in five hours, developer Tribeca trumpeted on its website. Featuring two 51-story towers, it is the Trump Organization’s fifth branded residences project in India, a market it entered in 2018 with Tribeca in the Delhi NCR (National Capital Region). The other projects are in Pune, Mumbai and Kolkata.

Because India currently has fewer than 20 branded residences, according to a report by Mumbai-based Noesis Capital Advisors, a portfolio of five projects makes the U.S. president’s firm an aggressive first mover in the market, along with London-based YOO Residences, whose website shows it has nine branded residences in the sub-continent.

By and large, other global hotel brands are having a ball ploughing through India’s mid-market and, of late, the luxury field. But their attention is starting to spill over to luxury branded residences.

Artist impression of Westin Residences Gurugram

Marriott International, which leads branded residences globally with 17 brands across 50 countries, recently created a team in India to expand its branded residential portfolio in the country, APEC President Rajeev Menon told Hotel Investment Today. Marriott will also be managing one of, if not the largest, standalone branded residences in India, launched in June by developer Whiteland Corp. The 1,550-unit Westin Residences Gurugram spans 20 acres in the Delhi NCR and is set for completion in 2031.

Four Seasons Private Residences Mumbai, developed by Provenance Land, has completed construction. As of July 31, 80% of units – 41 homes spread across 64 floors – are sold, said the luxury hotel group.

India’s own global brand, Taj, recently partnered with Ampa Group to develop Taj Sky View Hotel and Residences in Chennai, comprising a 253-key Taj hotel and a 123-unit Taj branded residences. The project will be launched in three to four years.

Turning point

The market is at a turning point for hotel-branded residences. According to the Noesis report, 80% of projects globally are hotel brands; however in India it’s just 40%. This means opportunities for hotel companies. Noesis CEO Nandivardhan Jain sees a more balanced ratio in the next year or two.

“Before, chains were focused only on hotels. In the last 24 months, they’ve changed their outlook,” he said.

On the other hand, there is a “high level of interest” for hotel brands among developers who want to “out-class” competitors with a unique project and hospitality management experience. Fashion, auto and design brands are typically managed by third-party facility managers, Jain said.

Jain expects India’s branded residences market to grow by at least 10 times within five years. Globally, there are 788 projects with 126,129 units, the Noesis report said. India has 4,000 units, or just a 3% share of global share.

Artist impression of Taj Sky View Hotel & Residences, Chennai

Following the first branded residences summit in India organized by Noesis last month, attended by 175 developers, the firm received requests from 32 developers to conduct feasibility reports, Jain said. “Before the summit, we had completed 20 reports. Some of the developers even wanted to get the brand selection done.”

Rich aspirations

Marriott’s Menon also sees escalating demand for ultra-luxury and premium homes in India.

“It’s driven by high-net-worth individuals and non-resident Indians who prioritize expansive living spaces, wellness-focused amenities, and sustainable design,” Menon said.

Added Zubin Saxena, Hilton’s senior vice president and regional head, South Asia, “The market is shifting from mere luxury and opulence to experience, where wellness, technology and intuitive services define value. Post-pandemic, affluent buyers seek seamless, sustainable and service-led living that feels intuitive rather than indulgent.”

Our strategy is focused on evaluating projects in high-growth markets where evolving lifestyle preferences are driving demand for luxury residential offerings both in India and select international markets, only with the Taj brand.

Suma Venkatesh

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Menon believes Marriott is “well-positioned” to capture India’s branded residences momentum thanks to its diverse brand portfolio and 100-year hospitality management expertise.

“We see significant growth opportunities in prime urban locations such as the NCR region, Mumbai, Bengaluru, Hyderabad and Chennai, as well as in leisure destinations like Goa, Himachal Pradesh, and Udaipur,” Menon continued. “The diversity of our brand portfolio enables us to expand to both metro and lifestyle destinations, responding to the growing domestic demand for second homes and experiential living.”

Suma Venkatesh, executive vice president, Real Estate and Development for the Indian Hotel Co. Ltd. (IHCL), which owns the Taj brand, sees significant potential for both branded residences and luxury serviced apartments in urban centers such as Hyderabad, Pune, Bengaluru, Chennai, and Gurugram.

“Our strategy is focused on evaluating projects in high-growth markets where evolving lifestyle preferences are driving demand for luxury residential offerings both in India and select international markets, only with the Taj brand,” Venkatesh said.

‘Defining decade’

And there will be more wealthier and affluent Indians. Saxena cited figures of 1.4 millionaire households in India and 400,000 HNWIs expanding by 12% annually. A Knight Frank Wealth Report, meanwhile, projects India’s HNWI population to grow by 58% by 2027.

Luxury housing sales are also surging in India, to 19,700 in 2024, from 12,895 in 2023, according to a CBRE report.

Zubin Saxena, Hilton svp, regional head, South Asia

“The branded residences market is stepping into a defining decade,” Saxena said. “Globally valued at $60 billion, with Asia contributing 42%, India’s 8% share may seem modest, yet it rides on a rare convergence of timing, affluence and aspiration.

“In Mumbai, Delhi and Bengaluru, branded residences have already outpaced other premium segments with an 18% price per square foot increase, showing that buyers value trust, service and experience as much as design.”

Globally, Hilton manages over 60 branded residence projects across nine brands, totaling 9,000-plus units in locations such as Dubai, Miami and Bali. It does not yet operate branded residences in India but is “observing the market with a long-term lens, understanding regulations, evolving consumer behavior, and potential partners,” Saxena said. Entry is guided by operational excellence, service consistency, and a focus on building enduring brand trust.

Biggest hurdles

Trust is the biggest motivation for Indian customers to buy branded residences; for hotel chains, it’s brand protection, said Noesis’ Jain.

“The last thing the brand wants is developer defaults. The impact will come down hard on the brand. So, in due diligence, brands themselves monitor the developer’s profile, execution capacity, financials, legalities, approvals, even the kind of sale signed between customer and developer,” Jain said. “The brand’s restrictions are even more stringent than those imposed by RERA [Real Estate Regulatory Authority], which has certain guidelines to protect customers. This gives customers a huge comfort of trust and is why they are willing to pay a premium of 25% to 30% on top of the price for normal residential housing.

“But from developers’ viewpoint, they see the brand as trying to heap a lot of restrictions on them. Getting them to agree to those terms takes a lot of time and effort by consulting firms, which try to explain both sides’ perspectives.”

Sustaining the project is another issue. “The challenge isn’t demand, it’s delivery,” Saxena said. “Many developers understand how to build luxury, but not necessarily how to sustain it. Branded residences require service infrastructure such as trained teams, governance frameworks, and long-term maintenance protocols that extend far beyond construction. Without these, the resident experience, and therefore the brand promise, weakens over time.”

Another hurdle lies in regulatory alignment, Saxena added. “India still needs clearer structures for managing shared amenities and service charges in hospitality-linked housing. Ultimately, success will depend on education and discipline, helping stakeholders appreciate that a branded residence is not just a real estate product but a living eco-system of service, culture and trust.”

Nevertheless, Saxena, who attended the Noesis summit, was uplifted by how it mirrored the sector’s evolution. “What stood out was the openness among developers and investors to learn from global precedents and co-create frameworks suited to India’s realities.”

He summed it perfectly: The conversation has shifted from “if” to “how” – a sign of market readiness.