Complementing the government’s vision, Prabhu Kishore, Chairman of Varun Group, offered a candid industry perspective shaped by 75 years of enterprise legacy and 15 years in hospitality. Reflecting on Visakhapatnam’s long-standing promise, he observed that while the city has often been described as “the next big coastal hub,” “nothing truly transformative happened” over the past 25–30 years. Growth occurred, but largely as part of India’s broader post-liberalization evolution rather than through a uniquely engineered regional push. Now, he believes, the time for “Vizag 2.0, 3.0 or even 4.0” has arrived.
Drawing comparisons with Goa, he asserted, “We are no less than Goa,” pointing to wider roads, cleaner stretches and diverse landscapes beyond beaches. However, he stressed that tourism growth must include all segments — from 2-star and 3-star properties to premium luxury brands — ensuring inclusive expansion.
While acknowledging the state’s 2024–2029 tourism roadmap and promised incentives, Kishore candidly highlighted the gap between policy announcements and on-ground execution. The industry, he implied, needs timely implementation rather than fresh declarations.
Describing hospitality as a “feel-good” industry that generates employment and shapes perception, he simplified tourism fundamentals: visitors require “a good bed, a comfortable pillow, a clean washroom, decent food.” Deliver consistency, and growth follows. He framed the sector as a “chicken and egg” ecosystem — credible projects attract visitors, which in turn trigger further investment.
His most striking moment came when speaking about Amaravati. Calling it a “calculated gamble,” he said, “I do not want to miss the sunrise Amaravati,” revealing investments in a 60,000 sq. ft. convention facility and a 140-room hotel expandable to 200 rooms. For him, sunrise opportunities demand conviction before consensus.
Together, the government’s policy direction and the industry’s pragmatic optimism paint a picture of a state at an inflection point. Andhra Pradesh possesses natural assets, heritage depth, entrepreneurial willingness and strategic intent. The decisive factor now, as both perspectives suggest, lies in synchronized execution — transforming potential into sustained, inclusive and globally competitive tourism growth.
