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As the new millennium dawned, GVK began a strategic metamorphosis, transforming from a regional powerhouse into a global conglomerate. The pivot came with a daring leap into the seemingly disparate worlds of hospitality and aviation. In 2006, GVK made its boldest move yet by entering the luxury hotel sector with the GVK One Hyderabad, a project that signaled a shift from commodities to experiences. This was followed by the audacious acquisition of the iconic Grand Hyatt Hyderabad, a masterstroke that placed GVK firmly on the map of premium hospitality. But the true game-changer arrived in 2009 with the launch of GVK Air, later rebranded as Air India Express. This was not merely another airline; it was a calculated assault on the burgeoning demand between India and the Gulf region. The timing was impeccable, capitalizing on the massive diaspora corridor. The net worth calculation now had to factor in brand equity, passenger traffic, and the complex economics of aviation. GVK was no longer just a miner or a builder; it was a player in the high-stakes game of global connectivity. The empire was expanding, and with it, the valuation models had to become more sophisticated, incorporating intangible assets like route networks and consumer loyalty.
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