Banyan Tree – Developing a Powerful Service Brand Synopsis Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy‚ Banyan Tree had launched new brands and brand extensions that included resorts‚ spas‚ retail outlets‚ and even museum shops. Now‚ the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity and strong brand image of Banyan Tree‚ its
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A focal issue in Albert Wendt’s novel Leaves of the Banyan Tree is the influence of Christianity on Samoan culture. Leaves of the Banyan Tree opens in the small village of Sapepe during the 1930s. Traditional Samoan culture is on the decline and according to Sefrosa Carroll’s article “Weaving New Spaces: Christological Perspectives from Oceania (Pacific) and the Oceanic Diaspora” “western theologies” are the primary reason. The “papalagi” have intertwined their western values‚ particularly capitalism
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and former journalist) The first Banyan Tree Property opened in 1994 in Phuket The resorts were designed to blend into the natural environment Dedicated to preserving the environment‚ the Banyan Tree has received over 250 awards and accolades. Goal: is to become one of the top 2 or 3. PROBLEM STATEMENT Rapid Expansion Limited labor/ infrastructure Dilution of the brand Over-expansion of the brand Exclusivity becomes dampened because of potential lowering of service. ANALYSIS COMPETITIVE ADVANTAGE
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2/9/2012 Table of Content Company Background SWOT Marketing Mix Main factors of Banyan Tree’s Success Brand & Communications Strategies Brand Portfolio Social responsibility Potential problem from new market: Americas‚ Europe‚ and the Middle East Company Background Established in early 1994 by Ho Kwon Ping & his wife Clarie Chang Operate in the boutique resort‚ residences and spa industry and provide naturally-luxurious‚ ecological‚ culture-sensitive experiences. Manage 25 resorts and hotels
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Executive Summary Banyan Tree offers a unique experience with its hotel and spa experiences in the South East Asian region. Labeling itself as an aspirational brand‚ the company was established by the Ho family in 1992 and has boasted a gross profit of $52.1 million in 2006. Its superior branding‚ excellent corporate social responsibility practices and its careful investment and expansion strategies attribute to its success. As the company goes public it faces the new possibilities‚ offered through
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References: 2013/03/01/banyan-tree-profit-surges-sees-new-opportunities-from-propertyventure/ (accessed November 10‚ 2013). Costa‚ Marylou. "Reaching wealthy consumers demands classic luxury marketing techniques." Marketing Week (Online)‚ February 1‚ 2012 November 1‚ 2013). Fang‚ Phyllis Savage. "Banyan Tree Branches Out." Forbes. http://www.forbes.com/global/ 2011/0808/singapore-billionaires-11-ho-kwon-ping-china-banyan-tree-branchesout.html (accessed November 10‚ 2013).
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AB3601 Strategic management | Banyan Tree Resorts & Hotels | Critical Thinking Assignment | | Zhong Yicen | U1110421ASeminar Group 7Instructor: Professor Wan Chew Yoong | I‚ Zhong Yicen‚ declare that this assignment is my own work‚ unless otherwise referenced‚ as defined by the NTU policy on plagiarism. I have read the NTU Honour Code and Pledge. http://www.ntu.edu.sg/home/yclai/ Signed…………Zhong
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Banyan Tree Branding the Intangible Abstract Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy‚ Banyan Tree had launched new brands and brand extensions that included resorts‚ spas‚ retail outlets‚ and even museum shops. Now‚ the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity and strong brand image of Banyan Tree
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The Banyan Tree: branding the intangible Jochen Wirtz Jochen Wirtz is an Associate Professor of Marketing and Academic Director of the UCLA – NUS Executive MBA Program at the National University of Singapore‚ Singapore. Banyan Tree Hotels and Resorts had become a leading player in the luxury resort and spa market in Asia. As part of its growth strategy‚ Banyan Tree had launched new brands and brand extensions that included resorts‚ spas‚ residences‚ destination club memberships‚ retail outlets
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Which central issues and challenges are/had Banyan Tree Holdings facing/faced? Marketing Brand communication Originally the Banyan Tree Holding was trying to become known and considered in the market‚ but in the near future they had to stop with it because of the financial situation. The marketing part covered 7% of all revenues from the whole budget. 60% were apportioned for trade and 40% apportioned for consumer promotions. Communication was based on the third side support and authorization‚ word-of-mouth
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