Radisson Hotel Group plans to double its India portfolio to 500 hotels by 2030, and CEO Federico González says it will get there without spending capital on acquisitions.

The group currently holds about 250 hotels in India — 150 operating and 100 in development. Rather than buying operators, Radisson wants Indian hotel groups to plug into its network, technology, revenue management systems, and loyalty program.

"If there is anyone interested, let us know," González said, in an open pitch to potential partners.

The model already has a precedent: Radisson's existing link-up with Indian conglomerate MBD Group. González said Radisson is particularly interested in Indian operators who want access to the group's technology and loyalty infrastructure.

Acquisitions are off the table because of the capital required, he said.

How big is the opportunity?

González called the 500-hotel target "very conservative." His reasoning: only 8%-10% of India's hotel rooms carry a brand, and room supply per capita remains among the lowest in the world.

That gap leaves room for several chains to scale at once. The strategy also rests on where demand sits — about 95% of Radisson's India guests are domestic travelers, according to South Asia managing director Nikhil Sharma.

The takeaway: Radisson is underwriting growth on India's structural under-branding, not on inbound recovery.

Where will the hotels go?

The expansion spans 114 destinations. The target list includes:

• Secondary cities
• Eastern India
• Drive-to leisure markets
• More than 12 pilgrimage destinations

After more than 25 years in the country, Radisson is also repositioning itself as a local operator rather than a global one. Every major chain calls India a growth market; González's wager is that winning it requires looking less like a multinational.

Outside India, the group runs a Welcome India program that adapts hotels in markets such as the UK and the Middle East to Indian traveler preferences — extending the domestic-demand play into outbound distribution.

Who is Radisson competing with?

Rivals are running the same partnership playbook:

• Hilton signed a 125-hotel Hampton franchise deal with Royal Orchid's Regenta
• Accor targets 300 hotels in India by 2030
• Marriott launched Series by Marriott in India with an equity stake in Concept Hospitality

For travel sellers, the consequence is distribution: more branded rooms in secondary and pilgrimage markets mean more inventory flowing through chain systems, loyalty programs, and corporate rate structures, and less through independent channels.

The race now turns on which chain can convert India's unbranded stock fastest — and Radisson has given itself until 2030 to prove partnerships beat purchases.